Developmental processes and motivations for linkages in cross-sectoral sport clusters

Gerke, Anna; Babiak, Kathy; Dickson, Geoff; Desbordes, Michel

doi:10.1016/j.smr.2017.05.005

Cited by 29 publications

(24 citation statements)

References 63 publications

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“…Sport clusters are characterised by interorganisational relationships (i.e., dyads) and networks (i.e., triads or more actors) with varying degrees of formality. The variety of actors, their relationships and interactions in sport clusters make them an interesting case to study concerning value cocreation (Gerke et al, 2018).…”

Section: How Can We Explain Value Co-creation?mentioning

confidence: 99%

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How is value co-created in a sport business-to-business context?

Gerke

Woratschek

Dickson

2020

SBM

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PurposeThere are different streams of research in the service marketing literature concerning value co-creation. Most of the research focuses on value co-creation for the benefit of the customer. However, value is also co-created for the benefit of the provider, especially in a business-to-business context. The purpose of this research is to understand (1) how value is co-created in a sport business-to-business context (i.e. sailing) and (2) how the prevailing value co-creation approaches explain value co-creation processes differently in a sport business-to-business context.Design/methodology/approachThe research was contextualised within the Auckland sailing cluster. Primary data were collected via 27 interviews, as well as observations at events. Secondary data include 13 documents of organisational information and archival data. Data were analysed deductively and interpreted using two different theoretical lenses: service-dominant logic (SDL) and service logic (SL).FindingsThe value co-creation analysis of the sailing cluster permitted theorising about relationships in sport management at different levels of aggregation and abstraction. Every actor is embedded in a wider sport eco-system triggered by sport activities and always has a dual role as provider and beneficiary. Actors that are in control of specific sport activities are pivotal actors and provide a value network for others.Research limitations/implicationsThis research suggests that SDL and SL approaches to value co-creation are complementary and that further research is necessary to integrate and operationalise these approaches.Practical implicationsIt helps practitioners to better understand how value is co-created in sport business-to-business contexts.Originality/valueThis research shows the complementarity of two differing theoretical approaches to explain value co-creation in sport business-to-business settings.

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Section: How Can We Explain Value Co-creation?mentioning

confidence: 99%

“…triads or more actors) with varying degrees of formality. The variety of actors, their relationships and their interactions in sport clusters make them an interesting case to study concerning value co-creation (Gerke et al, 2018).…”

mentioning

confidence: 99%

How is value co-created in a sport business-to-business context?

Gerke

Woratschek

Dickson

2020

SBM

Self Cite

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“…Sport management researchers examining delivery systems typically focus on public or non-profit or private organisations in silo, neglecting the inter-institutional and cross-sector nature of sport systems (Gerke, Babiak, Dickson, & Desbordes, 2017). Subsequently, how these supply-side nuances impact on sport participation requires much needed investigation.…”

Section: Sport Deliverymentioning

confidence: 99%

Sport participation: From policy, through facilities, to users’ health, well-being, and social capital

Kumar

Manoli

Hodgkinson

et al. 2018

Sport Management Review

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Sport delivery systems, aimed at facilitating sports participation, represent an interinstitutional, cross-sector collaboration. Researchers focusing on the impact of different levels of sport provision from policy, through facilities, to end users remains limited. The authors address this gap in knowledge through a mixed-methods approach to examine sport participation from the perspective of the whole delivery system. Specifically, focusing on a County Sport Partnership region in the UK, the authors examine sport participation from the policy (macro), facility (meso), and end user (micro) levels. Regional heads responsible for sport development and delivery participated in semi-structured interviews, facility-level managers completed a survey, and end-users across public, private, and outsourced facilities participated in focus groups. Results show a clear divergence between the sport policy goals across the private and public sectors, with significant differences observed between facility types on their social and commercial objectives and their prioritized stakeholder groups. The divergence has little impact on user participation or expression of health, wellbeing, and social capital, offering new evidence on the role of neoliberalism in sport delivery systems.

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“…In this first phase, it is critical to locate crossing points in sectoral boundaries then find reciprocal transformative intentions (Seitanidi et al, 2010). The importance of such a phase was demonstrated in the professional and amateur sport settings (Gerke, Babiak, Dickson, & Desbordes, 2017). Once the motives and suitability for crossing traditional sector boundaries are clearly recognized, implementing crosssector partnerships entails building on this momentum and needs to be examined to better understand how CSSPs develop over time.…”

Section: Crossing Boundaries: Motives In the Formation Of Csspsmentioning

confidence: 99%

Formation and Function of a Collegiate Athletics Sustainability Committee

McCullough

Kellison

Wendling

2018

JAS

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Institutions of higher learning may be considered dual-identity organizations because of the perceived distinctiveness between universities’ academic and athletic missions. One way in which these barriers can be weakened is through cross-sector social partnerships (CSSP), a form of collaborative engagement aimed at achieving a common societal goal. In this study, we examine the formation of a university-directed CSSP focused on enhancing environmentally sustainable initiatives within the athletic department. Interviews with 11 members of a so-called Green Team illustrate the processes of boundary spanning and boundary blurring. As demonstrated in the article, boundary spanning occurred under the leadership of a “champion” who assembled a team of stakeholders to assist with the major renovation of a pro-environmental football stadium. Though the sustainability committee has a common goal, not all experiences of Green Team members have been the same. In light of these differences, we identify key barriers and prescribe solutions that can lead to the realization of a new organizational form.

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Developmental processes and motivations for linkages in cross-sectoral sport clusters

Abstract: International audienc

Cited by 29 publications

References 63 publications

How is value co-created in a sport business-to-business context?

How is value co-created in a sport business-to-business context?

Sport participation: From policy, through facilities, to users’ health, well-being, and social capital

Formation and Function of a Collegiate Athletics Sustainability Committee

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