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In an era where a growing segment of fantasy league participating and video game playing sport consumers has become more interested in managing individual major league…
In an era where a growing segment of fantasy league participating and video game playing sport consumers has become more interested in managing individual major league players than in following the fortunes of actual major league teams, North American major league attendance is dropping. The authors aim to argue that team management could keep their attention, strengthen the team‐fan bond, and increase attendance and overall revenue, by giving their fans input into decisions related to the team's on‐field, on‐court, or on‐ice management.
This paper chronicles the rise of fantasy sport and sport video game participation and argues that a new breed of sport consumer is emerging that values managing sport over spectating. Previous attempts by teams to give fans input into management decisions are outlined and critiqued.
It is suggested that teams wishing to increase the team identification and attendance frequency of these management‐centric consumers should use technology to establish a platform whereby dues‐paying members vote on team‐related management issues. Utilizing a members‐only webpage for some votes will encourage the growth of a geographically diverse fan base, while utilizing in‐stadium hand‐held wireless technology for other votes will encourage game attendance.
This paper has value to marketers of professional sport who are constantly searching for ways to increase fan identification and sell tickets. It also has value to sport fan academics by suggesting that traditional conceptualizations of the team‐fan bond may be becoming outdated in an era where a new generation of sport consumers is becoming increasingly player‐focused and management‐centric.
We take a state-stewardship view on corporate governance and executive compensation in economies with strong political involvement, where state-appointed managers act as…
We take a state-stewardship view on corporate governance and executive compensation in economies with strong political involvement, where state-appointed managers act as responsible “stewards” rather than “agents” of the state.
We test this view on China and find that Chinese managers are remunerated not for maximizing equity value but for increasing the value of state-owned assets.
Managerial compensation depends on political connections and prestige, and on the firms’ contribution to political goals. These effects were attenuated since the market-oriented governance reform.
Economic reform without reforming the human resources policies at the executive level enables the autocratic state to exert political power on corporate decision making, so as to ensure that firms’ business activities fulfill the state’s political objectives.
As a powerful social elite, the state-steward managers in China have the same interests as the state (the government), namely extracting rents that should adhere to the nation (which stands for the society at large or the collective private citizens).
As China has been a communist country with a single ruling party for decades, the ideas of socialism still have a strong impact on how companies are run. The legitimacy of the elite’s privileged rights over private sectors is central to our question.
Chinese executive compensation stimulates not only the maximization of shareholder value but also the preservation of the state’s interests.
Educational technologists make significant contributions to the development, organisational embedding and service provision of technology‐enhanced learning (TEL…
Educational technologists make significant contributions to the development, organisational embedding and service provision of technology‐enhanced learning (TEL) environments, which are key enablers for mass access to flexible higher education (HE). Given the increasing centrality of this role, it is advocated that institutions investigate sustainable career structures for educational technologists. This paper aims to address these issues.
The arguments are evidence‐driven by the small body of research literature describing the role of educational technologists and contextualized by the experiences as academics and leaders of TEL projects in HE, including managing educational technologists.
The roles of educational technologists are very diverse, requiring competencies in educational leadership, both management and technical. Their career paths, backgrounds, legitimate powers and organisational locations exhibit considerable variation.
University leaders require evidence to formulate appropriate human resource strategies and performance management strategies for educational technologists. Further empirical research to analyze current issues and future trajectories relating to their aspirations, career structures, legitimate power, management and organisational contexts is proposed.
Given the strategic importance of educational technologists to information and communications technology‐driven transformation, university leaders will require evidence to formulate appropriate human resource and performance management strategies for these key academic‐related/professional staff. This paper brings together relevant literature for the first time, generates recommendations for further research and policy discussion.