Purpose The purpose of this study is to examine the post-event perceptions of Rio de Janeiro residents regarding the legacies left to them from hosting the 2016 Olympic Games. Additionally, this study examines how perceptions of Olympic legacies differed amongst demographic groups. Design/methodology/approach Utilizing a mixed-methods approach, participants were asked to complete a survey questionnaire and answer three open-ended questions. An adapted version of Fredline et al . (2003)'s General Scale to Measure Social Impacts (GSMSI) was selected for this study. In total, 156 useable responses were collected. An exploratory factor analysis was utilized for the survey items while the three open-ended questions were coded abductively as positive, negative or mixed feelings. Findings The quantitative results shows that Rio residents believe that hosting the 2016 Olympic Games had a mostly negative impact on their perception of legacies. Through reading open-ended responses, participants expressed disappointment over the legacies left to them. These findings suggest that hosting the Olympic Games may not have been beneficial to the life of Rio de Janeiro residents, and it may have been particularly worse for members of the middle class. Originality/value Due to the recency of the Rio 2016 Olympic Games, a few studies have explored the long-term legacies left to the local population. However, the uniqueness of this study lays on the perceptions of legacies from hosting the Rio 2016 after a full Olympic cycle has passed.

A key component of sport as an entertainment product is the construction of state-of-the-art sport facilities capable of capitalizing on the evolving interests and desires of would-be consumers, partners, and lessees in existing or new markets (Shubert, 2016;Tutka & Seifried, 2015).Within sport management, modernization theory has been used to explain how social, economic, and technological changes in the United States (U.S.) influence consumer desires and industry responses or future trends (Downs & Seifried, 2019).In the U.S., politicians create a political economy by responding to those changes through enacting capitalist, liberal economic policies (Hall & Soskice, 2001).Sport facility scholars, in turn, examined the relationship between politicians and facility management (e.g., Dinces, 2018; Seifried et al., 2015;Trumpbour, 2007).Furthermore, and relatedly, Fried and Kastel (2021) stressed the importance of appreciating the politics of facility management (i.e., political economy) to future sport managers, particularly when planning the renovation or construction of new sport facilities.We bring this information to your attention because the status of contemporary, major professional sport facilities in the U.S. garnered increased media attention during the spring and summer of 2023 through as many as 12 potential and emerging stadium and ballpark projects (see Table 1).For example, Nevada Governor Joe Lombardo signed Senate Bill 1 on June 15, earmarking $380 million in public financing for a proposed $1.5 billion ballpark, likely to be the future home of Major League Baseball's (MLB) Oakland Athletics (Harrison, 2023).The announcement of this commitment followed years of efforts by the Athletics to develop a more modern stadium in Oakland to replace the Oakland-Alameda County Coliseum first built in 1966 and last renovated in 1995 (Seifried & Pastore, 2009a).Elsewhere, in August of 2023, the MLB's Milwaukee Brewers also sought public funding to assist with an estimated $448 million renovation of American Family Field (Spears, 2023).Notably, the Brewers, like the Athletics, suggested they might consider relocation without public funding support to help modernize their 22-yearold facility (Spears, 2023).

PurposeThe purpose of this paper is to identify the historical factors that influenced the design and construction of modern National Hockey League and National Basketball Association arenas between 1990 and 2018. Additionally, this paper seeks to index the characteristics of those modern arenas while forwarding reasonable, informed propositions for future multipurpose arena design.Design/methodology/approachThe historical methodology was applied to the design and construction of modern multipurpose arenas between 1990 and 2018. Modernization theory was utilized as an organizing construct to understand the intentional managerial actions to capitalize on consumer expectations by responding to economic and technological changes.FindingsSport managers responded to decreased median family incomes during the period of the study by building arenas with increasingly commodified spaces and amenities targeting wealthy and corporate customers. New technologies were adopted within facilities to meet the needs and expectations of in-venue and remote consumers.Practical implicationsIn addition to demonstrating the practical utility of modernization theory and applied history for sport management scholars and practitioners, particularly in the Western context, the present study provides a series of propositions for future sport managers to consider to maintain or establish institutional advantage in the arena marketplace.Originality/valueThe paper contributes to the sport management literature by demonstrating the utility of modernization theory and applied history for sport management. In examining the design history of modern multipurpose arenas, the paper identifies the characteristics of modern multipurpose arenas while demonstrating the importance of understanding context and intentionality in managerial decision making.

For more than two decades after its inception, the National Hockey League (NHL) experienced the contraction and expansion of franchises as the league extended its control over the major professional hockey market in both the United States and Canada. From its initial membership of four teams in 1917, the NHL increased to as many as 10 teams and extended as far south and west as St. Louis, Missouri before contracting back to the Original Six franchises in 1942. Interestingly, the Original Six played in modern multipurpose arenas constructed in the 1920s and 1930s. The present study seeks to understand the historical factors that influenced the design and construction of those multipurpose arenas and the role of those venues in the persistence of the Original Six. The historical methodology for sport management was applied to study the design and construction of multipurpose arenas between 1924 and 1931. Furthermore, modernization theory was employed to understand and rationalize the intentional actions of sport managers within a burgeoning capitalist socioeconomic setting. Findings suggest that sport managers responded to an expanding economy, emerging middle-manager class, and consumer culture by designing facilities capable of maximizing profits and attracting broad demographic and economic segments, thus assuring the Original Six’s survival.