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The purpose of this study was to examine the effectiveness of social media strategies of sport organizations when an unexpected absence of relevant content occurs. The study explored the typologies of Instagram posts of NHL teams and measured engagement of social media content that was not planned in advance.

A mixed methods approach was utilized through a content analysis of 12 NHL team social media feeds. 502 (n = 502) posts were examined from the period of March 12 – May 26 during which the NHL season was suddenly paused due to the COVID-19 pandemic. Typologies of posts were identified through a qualitative coding process and ANOVA tests were conducted to examine the effectiveness of each typology in engaging consumers.

This study found that social media strategies of the sampled NHL teams is evidence of disinnovation with digital, as opposed to the previously conceptualized innovative properties that these activities bear. Therefore, in order to achieve the consumer engagement outcomes sought to build stronger relationships with fans and deliver on the expected leveraging capabilities for sponsors, sport marketers must reconsider their current, imbalanced approach and whether the more inherently interactive content should be balanced with entertaining content that requires organic consumer engagement.

This study offers a unique application of UGT, highlighting that social media in a sport context is not just about gratifying consumers, but preventing diminishing engagement and exploitation of users through overuse of sponsorship-laced content.

This chapter is about helping you provide a solid platform for your organisation to engage with impact, by shining a light on what sits behind the decisions you make. This chapter will firstly set out why focussing on societal impact, whilst historically relevant, is really not a natural thing for today's organisations – in a sense, it goes against everything we have told ourselves about business for the past number of decades. At the same time, uniting the energy of an organisation to drive positive wellbeing impact is where the heart of the current revolution to address our multifaceted sustainability crises lies. It is a challenge we must rise to.

Many useful frameworks of sustainability/corporate responsibility maturity exist that can help us think about impact (e.g., Schaltegger, Hansen, & Lüdeke-Freund, 2015; Baumgartner & Ebner, 2010; Ainsbury & Grayson, 2014). This chapter extends this by delving deeper into the underlying economic mental models that structure existing organisational decision-making logics regarding impact. It outlines three archetypes of impact logic and the level of impact you would expect to be able to achieve if you operate from each one. All three sit within a ‘capitalist’ approach. Two of them are tightly bounded with neo-classical economic assumptions that have dominated business, the third marks a seismic break with these assumptions. In clarifying these archetypes, this chapter sets a trajectory that leaders can follow if they want to move towards delivering greater impact. The leadership lesson is that when it comes to delivering impact, if you want to go far, you have to go deep.

Business enterprises…are organs of society. They do not exist for their own sake, but to fulfil a specific social purpose and to satisfy a specific need of a society, a community or individuals.

Drucker (1974, p. 39).

Business enterprises…are organs of society. They do not exist for their own sake, but to fulfil a specific social purpose and to satisfy a specific need of a society, a community or individuals.

This study aims to observe and discuss an emerging disintermediation in transportation, finance and health care, and explain how these three key areas depend on intermediary institutions that are the fruit of modern corporate governance conditions that find their roots in classical sociological theory.

The authors review and incorporate a diversity of research literature to explain the likelihood for the development and continuation of disintermediation.

The authors map two sociological perspectives (Emile Durkheim’s theory of interdependence and Herbert Spencer’s theory of contracts) to two modern corporate governance theories (resource dependence theory and agency theory). The authors then discuss the challenging social situation resulting from modern corporate governance and show how these conditions create the potential for a continuum of disintermediation across the specific and crucial economic sectors of transportation, finance and health care.

The implications of this theoretical integration can help organizational leaders navigate complex social and strategic issues and prepare for the consequences that may result from the emerging disintermediation.

The development of marketing strategies optimally adjusted to export markets has been a vitally important topic for both managers and academics for about five decades. However, there is no agreement in the literature about which elements integrate marketing strategy and which components of domestic strategies should be adapted to export markets. The purpose of this paper is to develop a new scale – STRATADAPT.

Results from a sample of small and medium‐sized industrial exporting firms support a four‐dimensional scale – product, promotion, price, and distribution strategies – of 30 items. The scale presents evidence of composite reliability as well as discriminant and nomological validity.

Findings reveal that all four dimensions of marketing strategy adaptation are positively associated with the amount of the firm's financial resources allocated to export activity.

The STRATADAPT scale may assist managers in developing better international marketing strategies as well as in planning more accurate and efficient marketing programs across markets.

This study develops a new scale, the STRATADAPT scale, which is a broad measure of export marketing strategy adaptation.