Christopher Maier

Innovations in Sport Management: The Role of Motivations and Value Cocreation at Public Viewing Events

During mega-sport events, such as FIFA World Cup or Olympic Games, Fan Fests and other public viewing events have been developed as an innovative value proposition for watching sports. Those events attract millions of sport spectators worldwide. Event organizers have already realized the tremendous economic potential, yet sport management literature provides little empirical evidence on this innovation in sport management. Therefore, this study investigates motivational drivers for sport consumption of public viewing events and provides a better understanding of innovation-induced value cocreation at sport events. As public viewing represents an innovative mixture of stadium and television, we conduct a literature review of sport spectator motivations and study empirical findings in the stadium, television, and public viewing context. Based on this theoretical background we conduct a quantitative analysis. During the UEFA EURO 2008 in Austria and Switzerland, 498 spectators were interviewed using a standardized questionnaire at official public viewing events. The findings of this analysis reveal two new motivational dimensions for passive sport consumption. Spectators of public viewing events enjoy the freedom to move around and the intercultural contact and therefore the chance to socialize with fan groups from different countries and cultures. Those new motivational dimensions represent key drivers of sport consumption behavior in the context of public viewing events. In addition to those empirical findings, we derive practical implications in order to understand how innovations in sport management such as public viewing events open new ways to create value at sport events.

Is it really all about money? A study on incentives in elite team sports

ABSTRACT Research question: A key task for sports managers of elite sports clubs is to create an ideal environment that enables athletes to perform at their best. Therefore, we investigate the relationship among monetary incentives, organizational support, and athletic performance in elite team sports. Research methods: This study is the first in sports management to calculate the relative effects of non-monetary incentives of organizational support and monetary incentives on individual performance through job satisfaction. Furthermore, we apply an innovative measurement approach of player performance by using individual performance ratings of coaches. We collect questionnaires from 315 athletes and 34 coaches of 19 professional football, ice hockey, and handball clubs in Germany. Results and findings: Two variables of organizational support – namely, integration of family and private problem support – show strong positive effects on athletes’ job satisfaction. Whereas prior studies have focused mainly on monetary incentives, this study reveals a strong relevance of organizational support. Furthermore, the results confirm a strong relationship between player satisfaction and individual performance. Implications: Sports managers need to recognize the relevance of non-monetary incentives of organizational support and integrate them into their management repertoire to improve job satisfaction and, consequently, facilitate top performance of their players. Further research should focus on the effects of non-monetary incentives and other aspects of organizational support. In addition, researchers should use individual performance ratings of coaches, rather than other measures, to evaluate player performance because of their expertise and superior background information.

How to reduce turnover intention in team sports? Effect of organizational support on turnover intention of professional team sports athletes

Turnover of employees is a key challenge for companies. The same is true for sports clubs that must set appropriate incentives to decrease their athletes’ turnover intention. As salary caps and team budgets restrict monetary incentives, the purpose of this paper is to investigate the effect of organizational support on turnover intention of professional team sports athletes.,The paper applies a combined approach of qualitative and quantitative research and considers the specific requirements of European professional team sports. First, a qualitative study investigates organizational support in team sports and identifies relevant non-monetary incentives. Second, a quantitative study tests the effects of the identified organizational support incentives on turnover intention using a unique data set of professional team sports athletes. Third, a moderation analysis measures possible effects of age.,Through the qualitative study, three relevant non-monetary incentives could be identified in the context of professional team sports: integration of family (IOF), second career support, and private problem support. The subsequent quantitative study of football, ice hockey and handball athletes assesses the effectiveness of the identified incentives. All three incentives negatively influence athletes’ turnover intention, while IOF has a substantially stronger negative effect on turnover intention for younger athletes.,The findings indicate the importance of organizational support to decrease athletes’ turnover intention. Although money is relevant, sports clubs also need to address non-monetary incentives to decrease their athletes’ turnover intention.