Sport is a widely used as a vehicle for promoting business. Global brands invest tens of millions of euros in high performance athletes, top teams, and popular sporting events. Studies have also shown the potentiality of sport in the business context. However, relatively few studies have focused on the interaction of business and sport from a value-creation perspective. Knowledge focusing on value creation within and through sport is scattered throughout literature and a systematic understanding of how value creation manifests itself in a business context is lacking. Using a systematic literature review and inductive analysis of 44 empirical studies, the article presents six identified topics that represent the various angles to value creation in the nexus between sport and business. The topics are 1) the many shades of value, 2) brands and sponsorship as value-creators, 3) the value of CSR in and through sport, 4) sport as a network and platform, 5) sport for developing organisations internally, and 6) value congruence and identification. The article contributes to both business management and sports management. The article proposes theoretical and managerial implications and identifies avenues for further research.
This paper explores relational leadership as a reflexive activity that comprises the subtle interplay between the verbal and bodily acts of people at work. Although the existing literature on collective leadership acknowledges various qualities of relational leadership, the latter's deeply reflexive nature has remained underexplored. By drawing on ethnographic research material from the two controversial; yet, surprisingly similar contexts of ballet and ice hockey, we set out to explore the fine-grained dynamics of the reflexive practices of relational leadership in greater detail. Based on our findings, we argue that relational leadership builds on a bundle of verbal and embodied reflexive practices, entwined with offstage and onstage power dynamics in the workplace. Consequently, our study calls for a more nuanced and bodily appreciative understanding of relational leadership in organisation studies in general.
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