This special issue is associated with the 2024 Annual Conference of the European Academy of Management's (EURAM) Sport Management track, held at the University of Bath School of Management. It aims to deepen our understanding of contemporary developments in sport, value co-creation, and the industry's progression toward internationalization, professionalization and commercialization (Gerke et al., 2024).
Sport has evolved into a major global industry. Sport organizations are building international brands and developing diverse operational models. The proliferation of digital technologies has enabled fan engagement on a global scale (Fonti et al., 2023), increasing opportunities for sport promotion and partnerships (Herold and Breuer, 2023). While sports clubs may lack direct economic power compared to firms in other sectors, their social and symbolic influence is substantial. Research in sport management reveals unique characteristics—uncertain outcomes, emotional engagement and intense fan loyalty—that shape how value is created.
This special issue covers a range of management topics aligned with the conference theme, emphasizing innovation to address grand societal challenges. Sport serves not only as a business platform but also as a vehicle for long-term social and environmental sustainability (Cury et al., 2023; Szathmári, 2025). Through strong media reach and stakeholder engagement, sport organizations can promote meaningful change (Mrkonjic, 2021).
The Best Paper Award was given to Spindler et al. (2026) for their study titled Germans' Willingness to Pay for the Media Consumption of More Sustainable Mega Sports Events. This groundbreaking research explores fans' willingness to financially support environmental sustainability through media engagement—an inaugural study in this domain with significant implications for both scholars and practitioners.
Additional contributions also shed light on sport consumption. Marceau et al. (2026) examine the growing visibility of women's sports, analyzing fan behavior, equity perceptions and promotional trends across four countries. Martínez-Cevallos et al. (2026) shift focus to leisure sports, studying the loyalty of female runners. Their work offers innovative segmentation insights based on brand perception, trust and commitment—contributing to inclusivity and event sustainability.
Kaden et al. (2026) address the underexplored phenomenon of fan disengagement in professional football. Using frameworks such as exit-voice-loyalty and emotional estrangement, the study provides theoretical and practical guidance for clubs aiming to retain fan support.
In terms of environmental sustainability, Anagnostopoulos et al. (2026) offer a bibliometric and machine-learning-based literature review on the intersection of sports marketing and sustainability. The study underscores the urgency of ecological accountability and outlines how sport organizations can meet stakeholder expectations while reducing their environmental impact.
Innovation in sport is also explored through three distinct contributions. Richelieu and Dixon (2026) present a conceptual framework on sportainment, analyzing how the fusion of sport and entertainment can enhance cultural value and long-term viability. Gerke et al. (2026) investigate how collaboration and networks shape the innovativeness of sport business start-ups within incubator programs—a growing trend in sport entrepreneurship.
Lastly, Kassay et al. (2026) examine the role of parents in youth sport dropout. As key stakeholders, parents influence sport retention. The study offers organizational recommendations, such as fostering communication, supporting parental involvement and creating stress management workshops.
The contributions in this special issue are united by their focus on how sport organizations navigate contemporary disruptions (social, environmental, technological and economic) while striving for long-term sustainability and stakeholder engagement. Across varied contexts, from mega events to grassroots sport, these studies explore how fans, consumers, and communities shape and are shaped by sport. Core themes include sustainability in sport consumption, gender inclusivity, innovation in business models, and the evolving relationship between sport organizations and their stakeholders. Together, the articles reflect the broader shift in sport management toward responsible, data-informed and socially attuned strategies for value creation in an increasingly complex environment.
Based on presented topics in this special issue and their limitations, future research in sport management could respond to the increasingly complex environment in which sport organizations operate, marked by rapid digital transformation, sustainability imperatives and shifting stakeholder expectations. One key direction is the integration of environmental and social sustainability into governance and strategic planning. This includes investigating how sport organizations can operationalize sustainability metrics, comply with ESG or other frameworks, and balance economic performance with social value creation. Another priority area is digital transformation, particularly the long-term impact of AI, big data and immersive technologies on fan engagement, athlete monitoring and decision-making. As sport organizations adopt advanced analytics and digital platforms, questions arise around data ethics, privacy and equitable access.
The convergence of sport and entertainment (sportainment) presents a new avenue for understanding brand development, fan cultures and cross-sector innovation. Additionally, with the rising visibility of women's sports and diverse fan bases, future studies could address intersectional inclusion, leadership equity and effective market strategies for underrepresented groups. Sport entrepreneurship also offers a dynamic field for exploring how start-ups, incubators and innovation networks contribute to the sector's evolution.
Youth sport remains critical for both performance pathways and public health, warranting further study on engagement, dropout prevention and parental roles. Finally, global sport faces rising reputational and ethical risks, whether through allegations of sportwashing, geopolitical tensions, or environmental impacts. Research is needed on how sport organizations can build trust, manage crises and maintain legitimacy in this context. Together, these directions reflect a shift toward more responsible, resilient and innovation-driven sport management scholarship.
