The electronic village: the digital challenges in communication strategies for sporting organisations

Application of Web 2.0 Technologies in E-Government: A United Kingdom Case Study

“…This was because Web 2.0 tools such as Twitter were very efficient in supporting LGA's management team to disseminate information to a vast number of users at a great speed, compared to other methods of communication such as static websites or printed newsletters. This finding resonates with Buchanan and Luck [37]. On the contrary, the managerial benefit of using Web 2.0 tools to improve policymaking [16] was not believed to be of great importance by most managers interviewed.…”

Technology and digital transformation for the structural reform of the sports industry: Building the roadmap

“…In addition, various research explores the benefits of digitalisation in sports for business efficiency, 13,15 for improvements in marketing strategies [2][3][4] and facility management. [9][10][11][12] However, this research does not address the issue from the global perspective of the sports organisation, nor the influence of technology on its structure.…”

“…[9][10][11][12] Numerous papers analyse how these digital tools impact the efficiency of sports organisations and their organisational structure. [13][14][15] And others are investigating how this technology and the data analysis it collects can be useful for improving players' physical and tactical performance, [16][17][18][19][20][21][22] the fan, athlete or student experience, 7,[23][24][25][26] or injury prevention and reduction. [27][28][29][30][31][32] Many of these analyses focus on showing the benefits of technology in competitive sports, in large and complex organisations and in large stadiums (arenas).…”

IMC: Has anything really changed? A new perspective on an old definition

“…Consequently, the key gaps in the IMC literature are the lack of published research outside of a product and goods perspective, and the emphasis on advertising or promotional activities. Companies large and small, government, and not-for-profit organisations have been actively using marketing for the past 20 to 30 years, employ large teams of marketers, and many seem not to be employing the concepts of IMC (Buchanan and Luck 2008). In other words, IMC, from an academic perspective, can add value to this discipline by adopting a broader focus, but is not being practised.…”