| 59501. |
- Dolles, Harald, 1961, et al.
(författare)
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Participant Observation in Sport Management Research: Collecting and Interpreting Data of a Successful World Land Speed Record Attempt
- 2013
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Ingår i: Handbook of Research of Sport and Business. - Cheltenham, UK : Edward Elgar. - 9781849800051 ; , s. 477-494
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Bokkapitel (refereegranskat)abstract
- This chapter aims to introduce the participant observation technique as a method taken from ethnography into the field of research on sports management. The vast majority of sport management research uses questionnaires and interviews or relies on secondary data. A careful observation of ongoing behaviour by the researcher is often ignored, in most cases due to the lack of access. It is emphasized already by Vidich (1955) that what an observer will see shall be conditioned by his personal knowledge, and will depend largely on his particular position in a network of not purely academic relationships. Another reason why participant observation hasn’t made its way as a broadly accepted method into sport management research might be that the methodology of participant observation is sometimes considered epistemologically suspect (Bouchard, 1976; Bruyn, 1963, 1966). We will not look to unpack this reservation in detail in this chapter, but we will emphasize how participant observation could be meaningfully applied in sport management research to provide new insights not easily revealed by other research approaches. The chapter begins with a description of the research setting – the case of Flying Kiwi Promotions Ltd established in 2002 by Phil Garrett for the sole the purpose of breaking the world land speed record for motorcycle and sidecar combinations (i.e. sidecars; Figure 1). Next we will introduce participant observation as a research method and how it is applied in this research. In the analysis we will highlight insights gained by applying participant observation in regards to aspects of finance, promotion, organization and entrepreneurial coordination in the case. The chapter concludes with a discussion of issues raised in terms of their existing understanding in the sports management literature. We will also suggest other fields in sport management research, where this method could be meaningful applied.
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| 59502. |
- Dolles, Harald, 1963-, et al.
(författare)
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Sponsoring as a Strategy to Enter, Develop, and Defend Markets : Advertising Patterns of the Beijing Olympic Games’ Sponsoring Partners
- 2014
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Ingår i: Asian inward and outward FDI. - Basingstoke : Palgrave Macmillan. - 9781137312204 ; , s. 36-64
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Bokkapitel (refereegranskat)abstract
- The Olympic Games are an event that attracts the focus of the media and the attention of the entire world for two weeks every four years. The Games are one of the largest international marketing platforms in the world. From the opening ceremony of the XXIXth Olympiad in Beijing 2008 to the moment that Beijing bade farewell, this mega-sporting event was the biggest broadcast event in history. The Beijing Olympic Games were made available across the world, with broadcasts in 220 territories and an estimated potential TV audience of 4.3 billion people. The sporting performances helped drive not only television audiences, but also internet and mobile phone downloads, to new levels. The Beijing Olympics Global Television and Online Media Report (IOC, 2008a) announces that a total of more than 61,700 hours of dedicated Beijing 2008 television and 72 per cent of coverage (44,454 hours) were aired on free-to-air terrestrial channels (all other coverage was aired on either pay TV cable/satellite platforms or free-to-air digital channels). According to the report, the region to enjoy the most dedicated TV coverage in 2008 was Europe with 21,292 hours of coverage. This represents a 46 per cent increase over the 14,602 hours of broadcasting that were reported to have been aired in 2004 during the Athens Games in the European time zones. It is also stated that of the 6.7 billion people globally there was a total of 4.3 billion people who had home access to dedicated Beijing 2008 TV coverage aired by official broadcasters.
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| 59503. |
- Dolles, Harald, 1961, et al.
(författare)
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The Changing Business Environment in Japan since the 1980s: Consequences for Foreign Direct Investment and Subsidiary Management
- 2011
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Ingår i: Proceedings of the 53st Annual Meeting of the Academy of International Business (“International Business for Sustainable World Development”).
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Konferensbidrag (refereegranskat)abstract
- The so called “lost decade” in Japan caused substantial changes in Japanese economy, industry structure and management. It also changed Japanese market conditions for substantial higher inflow of foreign direct investment. By addressing foreign subsidiary management in Japan during the 1980s based on several surveys, looking at the changes during the 1990s (so called “lost decade”) and summarizing the current situation, we will draw a positive picture of the changes in the Japanese business environment for foreign direct investment and subsidiary management.
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| 59504. |
- Dolles, Harald, 1961, et al.
(författare)
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The “Lost Decade” and Changes in the Japanese Business Environment: Consequences for Foreign Direct Investment and Human Resource Management in Foreign Subsidiaries in Japan
- 2011
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Ingår i: Emerging Perspectives in Japanese Human Resource Management. - Frankfurt am Main : Peter Lang. - 9783631620984 ; , s. 165-190
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- The so-called “lost decade” during the 1990s in Japan caused substantial changes in Japanese economy, industry structure and human resource management. It also changed Japanese market conditions for substantial higher inflow of foreign direct investment. By addressing key issues of foreign subsidiary management in Japan during the 1980s, looking at the changes during the “lost decade” and summarizing the current situation, we will draw a positive picture of the changes in the Japanese business environment for foreign direct investment and the management of human resources in foreign subsidiaries. The analysis is based on qualitative as well as quantitative empirical data on the management of foreign subsidiaries in Japan gathered in the 1980s. The period after the lost decade in the new millennium is covered by analyzing secondary data provided by the Chamber of Commerce as well as on follow-up interviews with representatives of foreign companies in Japan.
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| 59505. |
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| 59506. |
- Dolles, Harald, 1961, et al.
(författare)
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The Network of Value Captures in Football Club Management: A Framework to Develop and Analyze Competitive Advantage in Professional Team Sports
- 2012
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Ingår i: Sport Between Business and Civil Society, 20th Conference of the European Association for Sport Management, Aalborg: University College of Northern Denmark and Danish Institute for Sports Studies. - 9788799444908
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Konferensbidrag (refereegranskat)abstract
- AIM OF ABSTRACT/PAPER - RESEARCH QUESTION Any effort to understand ‘success’ in a broader sense in professional team sports must rest on an underlying economic and managerial conceptualization of sport as a business. The purpose of this research is to introduce a ‘network of value captures’ encompassing a team sport club’s competitive scope, defined as a number of value captures (the array of product offerings and different customer groups served), the strategic vision and the extent of coordinated strategy. Competitive advantage of club is attained within some scope, and the choice of value capturing activities, defined as value co-creation between value captures, is therefore an important managerial decision making and a decisive task to – in economic terms – successful professional sport club’s management. THEORETICAL BACKGROUND OR LITERATURE REVIEW* Value and the notion of value as co-created are fundamental concepts within marketing research (Grönroos, 2011; Vargo and Lusch, 2004). Although, existing literature has predominantly focused on conceptualizations of value creating processes and on how consumers integrate resources to create value in their consumption practices, little attention has been devoted to the sports club’s setting, and how sports clubs co-create value between the different offerings – conceptualized as ‘team’; ‘sporting competitions’; ‘club’; ‘players’; ‘football services’; ‘event’, ‘facilities and arena’; ‘merchandise’, and ‘other commercial activities’ in this research – and the different customer groups ¬– conceptualized as ‘spectators and supporters (fan base)’, ‘club members (club membership)’, ‘media’, ‘sponsors and corporate partners’, ‘local communities’, and ‘other clubs’. Research in strategic management was utilized to develop two additional strategic dimensions: the overall direction and ambition of a club (vision) as well as operational strategy (where and how to compete in business). Our understanding of value captures is based on Barney’s (1991) conceptualization of resources. A club’s resources can only be a source of competitive advantage when they are valuable and recognized by the customer, as stated by Dolles and Söderman (2011). Resources are considered to be value captures when they enable a club to implement strategies (value capturing activities) that improve its efficiency and effectiveness. METHODOLOGY, RESEARCH DESIGN AND DATA ANALYSIS Based on a mere holistic understanding of a clubs competitive environment and its relative position in the market, our approach was based on Porter (1991) to construct a framework for team sport management by using the football industry as an example. To a large extent empirical literature on stories of success or failure of professional football clubs are used in an inductive setting to develop our framework. In addition, to confirm our findings we requested comments from football club managers, football associations’ officials and sport management experts during about 20 narrative interviews. Some comments were very general in nature or related to fundamental concerns about the cases and models we used or the assumptions we made. Other comments were more specific and very detailed in nature. We responded to the more general, broad-based comments, concerns, and issues in order to develop a general framework that can be generally applied by the management in professional team sports. RESULTS, DISCUSSION AND IMPLICATIONS/CONCLUSIONS** Having combined the eight ‘offerings’ with the six groups of ‘customers’ 48 relations appear, showing the competitive scope of a club. Each of these relations does constitute a value capturing activity through which a club can create value and competitive advantage. An offering value capture meets a consumer value capture when e.g. ‘merchandise products’ are sold to ‘supporters’. Thus, a mixture of such relations does constitute a network of value captures as exemplified for the football industry in this research, observing that not all value-capturing activities are equally important in every given situation. We also emphasize that the eight ‘offerings’ and the six ‘customer groups’ are interconnected among themselves. This broadens the choice of strategic options and allows strategies of bundling value captures (e.g. when ‘Players’ and ‘team’ are presented to the ‘media’). The framework as developed in this research can be applied at the level of the industry, the level of strategic groups or the individual club. Its ultimate function is to explore and explain the sustainability of competitive advantage in the management of professional team sports.
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| 59507. |
- Dolles, Harald, 1961, et al.
(författare)
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The Network of Value Captures in Football Club Management: A Framework to Develop and Analyze Competitive Advantage in Professional Team Sports
- 2012
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Ingår i: Social Innovation For Competitiveness, Organisational Performance And Human Excellence. Proceedings of the European Academy of Management 12th Annual Meeting, Rotterdam: Rotterdam School of Management, ERASMUS University.
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Konferensbidrag (refereegranskat)abstract
- Creating benchmarks, standards and best practices for the management of teams and clubs ensuring that the core principles of sports are not compromised is a never ending management challenge. The contribution in this article is the development of the various business parameters in professional football club management described as a ‘network of value captures’. This network is based on stories of success or failure of professional football clubs in Europe and each ‘value proposition’ by an extant literature review and additional interviews. Driving forces in the football business are technology and the interplay between television and sponsors, as well as the changing character to internationalisation. The ‘network of value captures’ introduced in this article is a framework that helps to analyze specific activities through which football clubs can create value and competitive advantage. By identifying up to eight interlinked value offerings (value propositions) and six interrelated customer categories we can construct 48 possible ‘value captures’ and even more bundles of ‘value capturing activities’ in professional football reflecting the complexity of the football business. Competitive combinations of these ‘value captures’ are preceded by the management’s vision and strategies on different levels of aggregation.
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| 59508. |
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| 59509. |
- Dolles, Harald, 1961, et al.
(författare)
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Twenty Years of Development of the J-League: Analysing the business parameters of professional football in Japan
- 2015
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Ingår i: Cho Younghan (ed.): Football in Asia. History, culture and business. - London and New York : Routledge. - 1138816027 ; , s. 124-143
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Bokkapitel (refereegranskat)abstract
- The outcome of this research provides insight into the management of football in Japan by revealing different practices compared to Europe e.g. in target customer groups, in associated product marketing and merchandising and in distribution of media revenues. The success-story of the J-League also contributes to an increasing international awareness of Japanese football, its players and its fans.
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| 59510. |
- Dolles, Harald, 1961, et al.
(författare)
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Value Capturing in Floorball: How equipment manufactures and retailers contribute to the market development of a ‘new’ sport
- 2015
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Ingår i: Ibrahim Abosag (ed.): Proceedings of the 32nd Annual Conference Euro-Asia Management Studies Association (Theme: “Theory and Practice in Bridging Europe and Asia: Contemporary Challenges in Cross-Cultural Marketing/International Marketing”), SOAS, University of London, London (UK)28-31 October 2015..
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- Floorball or “Innebandy” in Swedish language is a Swedish invention when it emerged and started to be played about 40 years ago. This article aims to explore value capturing in this relatively new sport of floorball and the various contributions by different actors towards market development and increased professionalization of the sport. The research utilizes a theoretical framework of value capturing in professional team sports for research and the analysis is based upon 13 semi-structured interviews with representatives from three groups, ‘players/coaches’, ‘board members of a floorball club’ or ‘manufacturers/retailers’. We conclude that all the economic actors within the theoretical framework contribute to various extents to the market development of the sport, yet they are all in need of cooperation with each other, thus exemplifying that market development and value for the sport can only be co-created. The article also concludes that the role of equipment manufacturers (dominantly located in Asia) and the retailers is underestimated so far in research as both contribute largely to the development of floorball.
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