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2024/2025  KAN-CCMVV2606U  Sport Management and Marketing

English Title
Sport Management and Marketing

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Semester
Start time of the course Autumn, Third Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 150
Study board
Study Board for cand.merc. and GMA (CM)
Course coordinator
  • Sven Junghagen - Department of Business Humanities and Law (BHL)
Main academic disciplines
  • Management
  • Marketing
  • Strategy
Teaching methods
  • Blended learning
Last updated on 05-02-2024

Relevant links

Learning objectives
To achieve 12, as the course’s final grade, the student must perform the following:
  • Discuss the underlying assumptions for the study of Management and Marketing in the context of sport
  • Select and apply models, concepts and theories towards a given practical problem
  • Present argumentation for the relevance of the selected models, concepts and theories
  • Synthesise and deduce new models that can be used towards practical problems of Management and Marketing in the context of sport
Course prerequisites
For Master level students only. The course requires a basic understanding of Management, Marketing and Strategy
Sport Management and Marketing:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Scientific paper
Release of assignment An assigned subject is released in class
Duration Written product to be submitted on specified date and time.
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Winter and Spring, Faget udbydes også i foråret 2025, som et tredje quarterfag med eksamen i foråret.
Make-up exam/re-exam
Same examination form as the ordinary exam
If the student fails the ordinary exam the course coordinator chooses whether the student will have to hand in a revised product for the re- take or a new project.
Course content, structure and pedagogical approach

The aim of this course is to provide an understanding of management and marketing issues in the context of sport. Sport has turned from being a movement driven by amateur ideals to a highly commercialised industry. 


The transformation is mainly due to globalised broadcasting through initially flow TV but also numerous streaming services resulting in commercialisation. Therefore the management of sport organisations today resembles traditional business management to a high extent. However, there are many differences in the principles of management and marketing as well, which will be discussed during the course.


The knowledge in this course can be used by students that find a future interest in the context of sport. That could be e.g.  in a marketing role of traditional industries doing marketing through sports, or as marketers in sport organisations, or in managerial roles in sport and event organisations. Please note that the course will be weighted towards team sports, and examples from the football (soccer) industry will be used more frequently. This is due to the fact that football is the most studied sport in the academic literature on sport management.


Main topics to be covered in the course include:


  • The globalisation and commercialisation of sport
  • Sport Governance
  • Stakeholder management
  • Sponsorships - marketing through sport
  • Event management and marketing of sport
  • Fan motives and behaviour


Description of the teaching methods
Class sessions will consist of lectures and include interactive presentations and case discussions. The format of the course is thus based on a mixture of cases and theory, as it is our belief that understanding both practice and theory, and acquiring the skill to apply one to the other, should be the core of this course. Hence, classes will be used to partially review theory and promote critical discussion of theory application and to partially present and discuss cases. This discussion should, however, be guided by insights gained in the 'theoretical' readings and should lead to conclusions about the applicability of theoretical concepts in certain practical situations.
Feedback during the teaching period
Feedback to students will be given on demand individually through in-class discussions, through email and during office hours. Feedback will mainly be given on (but not limited to) students' approach to the exam paper, which is not just a control of the curriculum but an opportunity to develop students' individual understanding of sport management and marketing
Student workload
Lectures 30 hours
Preparation 90 hours
Exam 86 hours
Expected literature



Bradbury, T., & O’Boyle, I. (eds) (2017). Understanding Sport Management – International perspectives. London: Routledge


Hoye, R., & Parent, M.M. (eds) (2017). The SAGE Handbook of Sport Management. Sage Publications


Selected journal articles posted on CBS Learn, e.g.:


Junghagen, S. (2023). The “battle of the bridge”: the quest for superiority in Scandinavian football. Soccer and Society24(3), 378–394.


Junghagen, S., & Aurvandil, M. (2020) Structural Susceptibility to Corruption in FIFA: a Social Network Analysis. International Journal of Sport Policy and Politics. 12(4), 655-677.


Junghagen, S. (2018).  Tensions in Stakeholder Relations for a Swedish Football Club – a Case Study. Soccer & Society. Vol. 19 Iss. 4, pp. 612–629.


Junghagen, S. (2018). Football clubs as mediators in sponsor-stakeholder relations. Sport, Business and Management: An International Journal. Vol 8 Iss 4, pp. 335–353.


Junghagen, S, & Leal Lillo, G. (2017). Stadium Relocation in Professional Football – Brand Identity, Club Authenticity and Fan Acceptance. MPP Working Paper Series, 2017–1. Copenhagen Business School, Denmark.


Junghagen, S., Besjakov, S.D.,  & Lund, A.A. (2016). Designing Experiences to Increase Stadium Capacity Utilisation in Football. Scandinavian Sport Studies Forum. Vol. 7 2016, 89-117.


Bang, H., Ross, S., & Reio, T. (2012). From motivation to organizational commitment of volunteers in non-profit sport organizations. Journal of Management Development, 32(1), 96-112.


Biscaia, R., Correia, A., Rosado, A., Maroco, J., & Ross, S. (2012). The effects of emotions on football spectators’ satisfaction and behavioural intentions. European Sport Management Quarterly. 3(12), 227–242.


Dongfeng, L. (2016). Social impact of major sports events perceived by host community. International Journal Of Sports Marketing & Sponsorship17(1), 78-91.


Funk, D.C. (2017). Introducing a Sport Experience Design (SX) framework for sport consumer behaviour research. Sport Management Review, 20(2), 145-158.


Funk, D. C., & James, J. (2001). The Psychological Continuum Model: A Conceptual Framework for Understanding an Individual's Psychological Connection to Sport. Sport Management Review (Sport Management Association Of Australia & New Zealand), 4(2), 119-150.


Gallagher, D., Gilmore, A., & Stolz, A. (2012). The strategic marketing of small sports clubs: from fundraising to social entrepreneurship. Journal Of Strategic Marketing, 20(3), 231-247.


Jensen, J. A., Turner, B. A., James, J., McEvoy, C., Delia, E., Greenwell, T. C., & ... Walsh, P. (2016). Forty Years of BIRGing: New Perspectives on Cialdini's Seminal Studies. Journal Of Sport Management, 30(2), 149-161.


Joon Sung, L., & Joon-Ho, K. (2015). Effects of Sport Event Satisfaction on Team Identification and Revisit Intent. Sport Marketing Quarterly24(4), 225-234.


Marques Miragaia, D. A., Ferreira, J., & Carreira, A. (2014). Do Stakeholders Matter in Strategic Decision Making of a Sports Organisation?. RAE: Revista De Administração De Empresas, 54(6)


Masayuki, Y., & Heere, B. (2015). Sport Marketing in Asia: Exploring Trends and Issues in the 21 st Century. Sport Marketing Quarterly, 24(4), 207-213.


Michie, J., & Oughton, C. (2005). The Corporate Governance of Professional Football Clubs in England. Corporate Governance: An International Review, 13(4), 517-531.


Parent, M. M. (2016). Stakeholder perceptions on the democratic governance of major sports events. Sport Management Review, 19(4), 402-416. 


Schönberner, J., Woratschek, H., & Ellert, G. (2021). Hidden agenda in sport sponsorship - The influence of managers’ personal objectives on sport sponsorship decisions. Sport Management Review24(2), 204–225.Links to an external site.


Shilbury, D., & Ferkins, L. (2015). Exploring the Utility of Collaborative Governance in a National Sport Organization. Journal Of Sport Management, 29(4), 380-397.


Soebbing, B. P., Wicker, P., & Weimar, D. (2015). The Impact of Leadership Changes on Expectations of Organizational Performance. Journal Of Sport Management29(5), 485-497.


Taylor, T., & McGraw, P. (2006). Exploring Human Resource Management Practices in Nonprofit Sport Organisations. Sport Management Review (Sport Management Association Of Australia & New Zealand), 9(3), 229-251.





Last updated on 05-02-2024