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.
Sport management is a rapidly changing and highly competitive field. With over 200 graduate and over 400 undergraduate degree programs in the United States, faculty are tasked with regular assessment of their program’s curriculum to ensure that students graduate with the knowledge, skills, values, and opportunities that make them marketable in a competitive marketplace. The purpose of this study was to describe and identify trends in the admission requirements, coursework, and culminating experiences for degree completion in sport management graduate programs in the United States. Content analysis was used to collect data from university websites and course catalogs on 230 sport management master’s degree programs. Minimum grade point average (GPA) standards were listed for 52% of programs, 44% required test scores for admission, and 28% did not require either a test score or GPA. Law, marketing, and research methods were the only three courses required by more than 70% of programs. At least one research-related course (research methods, statistics, or sports data analytics) was required by 78% of programs. One third of programs prescribed a specific course sequence to earn a graduate degree, while two thirds provided students with options on how the degree could be completed. Only 7% of programs required students to complete a thesis, and 27.8% required a comprehensive examination.
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