Our study examined and compared the type, process, conditions, and consequences of radical and incremental innovations in community sport organizations (CSOs), which are a type of nonprofit membership association. Interviews were conducted with the president (or representative) of 14 CSOs engaged with both radical and incremental innovations. Radical innovations were reported to be mostly technical (but also administrative), undertaken with the goal of club growth and enhancing club management, adopted and further adapted from outside the organization, influenced by the culture and expertise of the board and the culture and capacity of the CSO at large, and informed by market opportunity and best practices. The radical innovations were reported to be successful in reaching their intended goals, and a wide variety of unanticipated (positive) consequences was also realized. The findings have implications for the management of radical (and incremental) innovation in the focal nonprofit context and contribute to theorizing about the radicalness of organizational innovation.

The objective of this article is to indicate how international business (IB) research can benefit from using sport as a research context. We present the rationale for studying organizational phenomena within sport, with a focus on benefits specific to IB research, and present examples wherein sport is used to study organizational phenomena relevant to IB. Among the examples we present, we focus on the influence of identity integration on performance of multinational teams, the influence of international experience on performance of multinational teams, and the influence of cultural differences on emotions in organizations. We conclude with suggestions for future research.

Sport has considerable power that, appropriately applied, can contribute to improving health and well-being in society. In this symposium, we adopt a broad perspective on “health and well-being in society”, consistent with AOM’s 2018 call and examine the ways in which sport can influence health and wellbeing in society (not always in a positive manner) Our three panel discussions will move from the influence of sport on individual participants, and in turn, on society; to the influence of college sport on participating athletes, the university, and society; and the phenomenon of sport team– healthcare system partnerships and their effects on individual and community health and wellbeing. Our two discussants will focus on how the topics addressed by each presenter might better contribute to the health and well-being of society.

A growing tension surrounding the professionalization of Big Time College Athletics (BTCA) is, we argue, approaching a tipping point. Concerns related to lack of congruence between BTCA and the mission and values of Universities present complex dynamics at the interfaces between implicated individuals and departments within universities, and between universities and their external stakeholders in the broader community. The overarching theme of the proposed symposium is to explore how at the interfaces moves toward professionalization are introduced and legitimized, how efforts of resistance are overcome, and why the growing number of scandals in BTCA seem to be doing little to slow the growth and professionalization of BTCA. We also explore how understanding these dynamics at the interfaces can contribute to righting the BTCA ship.

The objective of this article is to indicate how international business (IB) research can benefit from using sport as a research context. We present the rationale for studying organizational phenomena within sport, with a focus on benefits specific to IB research, and present examples wherein sport is used to study organizational phenomena relevant to IB. Among the examples we present, we focus on the influence of identity integration on performance of multinational teams, the influence of international experience on performance of multinational teams, and the influence of cultural differences on emotions in organizations. We conclude with suggestions for future research.

Research question: The purpose of this investigation is threefold. First, as indications of the acquisition and creative use of knowledge, this study explores the extent to which community sport organizations (CSOs) are pursuing innovations. Second, these innovations are categorized based on their form, type, and magnitude. Third, the role that the sport context plays in the innovations that CSOs are pursuing is examined.Research methods: Semi-structured telephone interviews were conducted with 42 volunteer presidents (or designates) of CSOs, in curling, soccer, swimming, and Ultimate across Canada. Innovation was operationalized as anything new to the unit of adoption. Participants were asked to identify and discuss ideas and initiatives that were new to their sport club.Results and Findings: CSO presidents identified 188 innovations in their clubs; 55 innovations in 12 curling clubs, 44 innovations in 11 soccer clubs, 49 innovations in 11 swim clubs, and 40 innovations in 8 Ultimate clubs. CSOs are actively involved in the pursuit of innovations, with a general focus on process related, administrative, and incremental innovations. Preliminary patterns were identified based on a comparison of innovation attributes across the four sports.Implications: The findings provide a starting point for acknowledging the variety of innovations being pursued by CSOs and their different forms, types, and magnitude. CSOs need access to existing knowledge, from internal and external sources, or the ability to create new knowledge in order to adopt and implement the innovations.

This study examined sport leaders' perceptions of the use of stated values in the management and performance of their organization. Qualitative data were collected from nine Canadian national sport organizations (NSOs) in a multiple-case studies design, involving analysis of interview transcripts. Results indicated that while many of the NSOs operated from a traditional management by objectives approach, they perceived management by values (MBV) as being important and contributing to enhanced organizational performance. Leaders indicated that more efforts to engage staff members in developing core organizational values and to strategically use values in day-to-day management practice were required. A 4-I Framework describing how an NSO can progress through different stages of strategically using values in management practice was developed. NSO leaders also voiced an interest in embedding organizational values into NSO strategic and other planning processes.

In the course of its 25-year history, the Journal of Sport Management has undergone a number of important changes.The journal has seen a number of increases in its frequency of publication.In 1992, the journal went from being published twice a year to three times; in 1996, the number of issues increased to four a year, and in 2008 there was yet another increase in the number of issues-to six a year.During this time, we have seen a substantial increase in the number of submissions to the Journal.As reported at the last NASSM Annual Meeting (Tampa, June 2010), JSM had received 225 submissions (18.8 per month) in the previous 12 mos.This was a 16% increase over the previous year; preceding JSM annual reports have indicated a continuous, substantial, increase in submissions Along with this increase in submissions, publications, and issues, our editorial policy has not changed, as we have remained committed to publishing the highest quality sport management research (Thibault & Wolfe, 2008).In our efforts to continue to meet the high expectations of the sport management scholarly community, however, a number of changes to JSM's Editorial Team structure and processes have been necessary.The purpose of this message is to inform you of these changes, which have been implemented to provide timely reviewing and editorial decisions, as well as to increase our capacity to provide high quality feedback to authors.These changes are described below.

Sport management education has developed in a manner consistent with conventional management education, focusing on traditional instrumental performance measures and largely ignoring wider social considerations. We endeavour to contribute to the advancement of critical approaches in sport management education. While arguing for the benefits of a sport management education that addresses the complex social issues faced in sport, we provide illustrations of critical teaching in sport management, offering examples from personal pedagogical experience. We conclude with a discussion of pragmatic issues faced in adopting a critical orientation within sport management. Our aim is to provide an approach framed by critical thought that can be used to complement existing teaching paradigms to enhance and bolster the rigour and depth of teaching in sport management.

Corporate social responsibility (CSR) has become an area of increasing importance for many companies. Professional sport teams, also, are increasingly engaging in socially responsible activities (Irwin, Lachowetz, Cornwell, & Clark, 2003; Kern, 2000; Robinson, 2005). The research described in this article identifies, and determines the relative importance of, the drivers-both internal and external-of socially responsible activities by professional sport teams. Using a qualitative approach, interviews were conducted with sport executives, and organizational documents were analyzed. The data showed that external drivers of CSR, in particular key constituents, the interconnectedness of the field, and pressures from the league were more important determinants of CSR initiatives than the internal resources available to deliver CSR efforts (i.e., attention, media access, celebrity players, coaches, facilities). Based on these preliminary findings, we propose a framework of CSR adoption in professional sport that predicts the types of CSR initiatives a sport organization is likely to adopt depending on its internal and/or external orientation and present a research agenda based on the framework.

Smart and Wolfe (2003) assessed the concurrent contribution of leadership and human resources to Major League Baseball (MLB) team performance. They found that player resources (defense/pitching and offence/batting) explained 67% of the variance in winning percentage, whereas leadership explained very little (slightly more than 1%) of the variance. In discussing the minimal contribution of leadership to their results, the authors suggested that future studies expand their operationalization of leadership. That is what is done in this study. Finding that the expanded operationalization has limited effect in explaining the contribution of leadership, we take an alternative tack in attempting to understand leadership in MLB. In addition, we estimate a production frontier (based on offensive and defensive resources), determine the efficiency of MLB managers relative to that frontier, and investigate the extent to which manager efficiency can be explained by manager characteristics. Finally, manager characteristics are related to manager compensation.

Moneyball (Lewis, 2003) is a book about baseball. The book describes how a small-market Major League Baseball team, the Oakland Athletics, has been able to compete with large-market teams by being innovative in a tradition-laden industry. However, when read through a business management lens, one discerns that this baseball book, in fact, has general management lessons in a variety of areas including leadership, innovation, overcoming resistance to change, and creating a sustainable competitive advantage. In this article, we outline and illustrate the valuable lessons for business that emerge from the Moneyball story. More specifically, we provide a brief overview of the book; summarize arguments for applying Moneyball ideas to management as presented in the popular media as well as in academia; determine the underlying management themes contained in the Moneyball story; and propose Moneyball lessons for managers.

Moneyball (Lewis, 2003) is a book about baseball. The book describes how a small-market Major League Baseball team, the Oakland Athletics, has been able to compete with large-market teams by being innovative in a tradition-laden industry. However, when read through a business management lens, one discerns that this baseball book, in fact, has general management lessons in a variety of areas including leadership, innovation, overcoming resistance to change, and creating a sustainable competitive advantage. In this article, we outline and illustrate the valuable lessons for business that emerge from the Moneyball story. More specifically, we provide a brief overview of the book; summarize arguments for applying Moneyball ideas to management as presented in the popular media as well as in academia; determine the underlying management themes contained in the Moneyball story; and propose Moneyball lessons for managers.

Human Resource ManagementVolume 45, Issue 4 p. 673-676 Response to editorial by Bryan and Rafferty Richard Wolfe, Corresponding Author Richard Wolfe [email protected] University of MichiganSport Management, Division of Kinesiology, University of Michigan, Ann Arbor, MI 48109-2214Search for more papers by this authorPatrick M. Wright, Patrick M. Wright Cornell UniversitySearch for more papers by this authorDennis L. Smart, Dennis L. Smart Texas State University–San MarcosSearch for more papers by this author Richard Wolfe, Corresponding Author Richard Wolfe [email protected] University of MichiganSport Management, Division of Kinesiology, University of Michigan, Ann Arbor, MI 48109-2214Search for more papers by this authorPatrick M. Wright, Patrick M. Wright Cornell UniversitySearch for more papers by this authorDennis L. Smart, Dennis L. Smart Texas State University–San MarcosSearch for more papers by this author First published: 21 November 2006 https://doi.org/10.1002/hrm.20140Citations: 2AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL REFERENCES Bhattacharya, M., & Wright, P. (2005). Managing human assets in an uncertain world: Applying real options theory to HRM. International Journal of Human Resource Management, 16, 929– 948. Bowman, E. H., & Hurry, D. (1993). Strategy through the options lens: An integrated view of resource investments and the incremental-choice process. Academy of Management Review, 18, 760– 782. Campbell, C., Ford, P., Rumsey, M., Pulakos, E., Borman, W., Felker, D., et al. (1990). Development of multiple job performance measures in a representative sample of jobs. Personnel Psychology, 43, 247– 276. Campbell, J., McHenry, J., & Wise, L. (1990). Modeling job performance in a population of jobs. Personnel Psychology, 43, 313– 334. Cascio, W., & Ramos, R. (1986). Development and application of a new method for assessing job performance in behavioral/economic terms. Journal of Applied Psychology. 71, 20– 28. Cottom-Clark, L., Badders, B., & Wright, P. (2005). Uncertainty and human capital decisions: Traditional valuation methods and real options logic. Working paper. Center for Advanced Human Resource Studies, School of Industrial and Labor Relations, Cornell University, Ithaca, NY. Dixit, A., & Pindyck, R. (1994). Investment under uncertainty. Princeton, NJ: Princeton University Press. Kogut, B., & Kulatilaka, N. (2001). Capabilities as real options. Organization Science, 12, 744– 758. Lewis, M. M. (2003). Moneyball: The art of winning an unfair game. New York: Norton. McGrath, R. G. (1997). A real options logic for initiating technology positioning investments. Academy of Management Review, 22, 974– 996. McGrath, R. G. (1999). Falling forward: Real options reasoning and entrepreneurial failure. Academy of Management Review, 24, 13– 30. Ployhart, R. E., Weekley, J. A., & Ramsey, J. (2005). A longitudinal examination of human capitals consequences. Symposium presented at the Annual Conference for the Academy of Management, Honolulu, HI. Citing Literature Volume45, Issue4Winter 2006Pages 673-676 ReferencesRelatedInformation

Moneyball (Lewis, 2003), a New York Times bestseller, is a book about baseball. When read through a broader lens, however, Moneyball is also a book about innovation, resistance to change, competitive advantage, achieving excellence, and, of most relevance here, human resource management. While many would agree that the radical innovation described in Moneyball represents a "new vision of management" in baseball, this article describes how Moneyball lessons might contribute to a "new vision of HRM" in various types of organizations. The focus of the article is on what HR executives and scholars can learn from the Moneyball phenomenon. More specifically, the authors address a number questions related to the Moneyball story that have relevance to successfully implementing HRM innovations; these questions have to do with overcoming resistance to the implementation of radical innovation and how HRM innovation can contribute to sustainable competitive advantage. (c) 2006 Wiley Periodicals, Inc.