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2024/2025 KAN-CCMVV2606U Sport Management and Marketing
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| Sport Management and Marketing |
Course information |
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| 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)
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| 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:
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| Course prerequisites | ||||||||||||||||||||||||
| For Master level students only. The course requires a basic understanding of Management, Marketing and Strategy | ||||||||||||||||||||||||
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| Course content, structure and pedagogical approach | ||||||||||||||||||||||||
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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:
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| 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 | ||||||||||||||||||||||||
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| Expected literature | ||||||||||||||||||||||||
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Books:
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 Society, 24(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 & Sponsorship, 17(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 Quarterly, 24(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 Review, 24(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 Management, 29(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.
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