The sport value framework – a new fundamental logic for analyses in sport management

Abstract

Management Research question: Sports economic theory and management models have frequently been criticized for not sufficiently explaining phenomena in sport management. This article addresses this gap by proposing a conceptual framework that can be used to understand sport management problems and derive appropriate strategies. Research method: The framework proposed in this conceptual article has been developed through a critical review of existing literature on sport management and theoretical considerations based on the service-dominant logic. Results and findings: The sport value framework provides ten foundational premises on value co-creation in sport management and suggests three levels for its analysis. The main contribution is a new and better theoretical basis for explaining phenomena in sport management compared with traditional sport economic thinking. Moreover, the sport value framework provides guidance in structuring research in sport management. Practical implications: The framework encourages researchers and practitioners to rethink their strategies by applying a different logic that captures the complexity of sport management.

Fan motives for interacting on social media – the example of the International Table Tennis Federation and Facebook

“…The idea of value co-creation can be defined as "benefit realized from integration of resources through activities and interactions with collaborators in the customer's service network" (Mccoll-Kennedy, Vargo, Dagger, Sweeney, & Kasteren, 2016, p. 370). In line with this, organisations have started to focus no longer on creating values for consumers but on creating values with consumers (Woratschek, Horbel, & Popp, 2014). The roles of companies and consumers have dramatically changed in the value chain of the social media era and the possibilities created by social media have allowed companies to take advantages of its features in order to realise value co-creation (Wang, Li, & Suomi, 2016).…”

How Does Value Creation Manifest Itself in the Nexus of Sport and Business? A Systematic Literature Review

“…However, it is difficult to define, for example, what a "product" of a sports league is. Based on the work of Vargo et al [35], Woratschek et al [17] have argued that value creation in sport cannot be fully understood on the basis of goods-dominant logic, in which value is seen as being created in exchange and measured by this exchange transaction. Goods-dominant logic (G-D logic) separates the role of "producer" from "consumer".…”

“…From this perspective, value cannot be created solely by sports organisations and firms. Value is created jointly with various customer groups such as fans, VIP guests, other spectator groups, and other stakeholders [17]. Service providers can only offer value propositions as input for potential value creation.…”

“…Goods-dominant logic (G-D logic) separates the role of "producer" from "consumer". Seen from a G-D logic perspective, the value is "embedded in firm output and captured by price" [17]. Service-dominant (S-D) logic refers to the process in which value is co-created in interactions amongst producers and consumers through the integration of resources and the application of competencies [35].…”

“…Service providers can only offer value propositions as input for potential value creation. Value co-creation requires the customer to integrate the provider's value proposition with his or her own skills, as well as with public, market-facing, and other resources [17]. In the case of sports events, sports organisations and firms can provide a platform that enables all types of stakeholders, including fans and other spectators, to co-create value [79].…”