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The case of the Mercedes-Benz Arena in Shanghai, China raises an important issue with respect to transnational venue management corporations embedding and operating in foreign markets. The purpose of this paper is to examine how Anschutz Entertainment Group (AEG) has implemented social embeddedness strategy to influence the management structure and enhance operational performance of the Mercedes-Benz Arena.

A case study approach was chosen to examine the social embeddedness of AEG through the Mercedes-Benz Arena in Shanghai. An in-depth interview was conducted with John Cappo, the President and CEO of AEG China, in April 2016. In addition, the relative news and interviews of leaders from AEG and AEG China over the past ten years was also collected. Qualitative content analysis of the data was conducted through a coding approach. All the materials were coded into three main categories based on three aspects of social embeddedness: local stakeholder relations, reputation and trust-building, cultural and institutional adaptation.

AEG has demonstrated how a transnational venue management corporation can successfully integrate social embeddedness strategy with the management structure and operational procedures of the Mercedes-Benz Arena in three ways. First is through the relationship between AEG and its partners in the joint venture, OPG in terms of the enforcement of the contract, the clear division of responsibilities, and the mutual understanding and use of relationship building. Second is the relationship between AEG and the local government in Shanghai. Third was adapting the structures of AEG to fit within local culture and institutional contexts.

The unique multi-stakeholder relationship inherent to venue management in China raises important questions with respect to transnational venue management corporations operating in foreign markets. The adaptation to the local context, as a moderating factor to the institutional exposure of a venue management company involves more challenging obstacles for non-local firms, compared to firms which are familiar with their institutional context. Understanding the key solutions in building relationships and trust with partners in joint venture and local government, as well as the key methods to adopt in local contexts, have applications across any number of sport industries.

The purpose of this paper is to find evidence of the benefits and constraints of collaborative consumption experiences by investigating the perceptions of hosts and visitors that attended professional regular season basketball and baseball games in the USA.

Data were collected through four focus groups with 37 total participants and were analyzed through qualitative content analysis.

The results show that participants in a collaborative consumption experience perceive four types of value: social interaction and belonging, new fandom, travel bucket list experiences and local and sport knowledge. In addition, the results provide evidence of five consumption constraints related to collaborative consumption: expenses, average experiences, seat location, interpersonal disconnects and personal risk.

The selection of only two sites for the study limited the data triangulation that was possible. This study should be replicated across a wider range of teams and countries to confirm the main findings of the study.

Practitioners can use this initial study to better understand the benefits hosts and visitors perceive in the experience, and therefore the kind of experience design that would encourage increased purchases and loyalty.

This paper provides qualitative insights into the benefits and detriments of a collaborative consumption sport experience, based on participants' involvement in an innovative peer-to-peer platform.

By revisiting the agency theory literature, this paper aims to both incrementally advance historical viewpoints and reveal four prominent influences on agency theory: Weber and Simon, The Great Depression, Cooperation and the Chicago School. This is critical given that understanding the history behind the authors’ major theoretical lenses is fundamental to using these theories to explain various phenomena.

Drawing on a plethora of archival sources and following the influence-mapping approach used by other management history scholars, this manuscript synthesizes historical accounts and archival information to provide a clearer picture of the major historical influences in the formation of agency theory.

We shed light on four areas related to management history that helped propel agency theory. Whereas past scholarship has not recognised them as influencers, we find and show how the industrial revolution, unionization, the stock exchange and other management approaches all played a role in the development of agency theory’s core tenants.

We extend upon the influential people and events that shaped agency theory, thus providing a fuller understanding of the theory’s usefulness. Moreover, we fill in gaps enabling scholars to better understand the context in which the core tenants of agency theory were developed.

It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.

Cultural agency theory (CAT) generates higher simplex through principles of recursion, and, in this way, it is able to create a potential for the generation of families of new paradigms in different fields. Characterised by its interdisciplinary nature, CAT’s origins have a heterogeneous nature related to different disciplines and research fields. With this in mind, the present manuscript aims to shed light on the antecedents of CAT, especially emphasising the role of Schwarz’s studies as a feel rouge in the evolution of this theory.

Through a systematic review of the previous literature, this paper highlights the multidisciplinary nature of CAT, mapping the multifaceted framework of its antecedents.

The results are summarised in a conceptual map that does not constitute a point of arrival, but rather a starting point: consolidating the current state, this paper also provides new insights for further studies.

This manuscript still remains a theoretical point of view. Further studies are required to apply this study’s reasoning.

From a theoretical point of view, this paper achieves a new and original cornerstone about the previous studies on CAT; from a practical viewpoint, this paper gets an input for further implications. While these theories were originally setup for cognitive processes, this paper suggests extensions to model a complex adaptive system framework for management and marketing studies.

The purpose is to understand how affective events employees experience at work, and emotions those events elicit, influence within-person fluctuations in perceived organizational support (POS). The authors explore the possibility of socioemotional needs as a boundary condition of the effects. They integrate affective events theory with organizational support theory to develop their arguments.

Using a diary study method, 55 working adults responded to three surveys per day for ten days (876 total datapoints).

The results suggest POS fluctuates daily. Furthermore, workplace affective events are significantly related to discrete emotions (happiness and anger), which are significantly related to fluctuations in POS. Indirect effects were generally stronger when socioemotional needs were high compared to low, though the moderation was not statistically significant.

The authors extend organizational support theory by integrating affective events theory; they highlight the role of affective events and transient emotion in relation to momentary changes in POS and explore socioemotional needs as a moderator of those relationships.

Organizations can be mindful of employees' daily experiences when considering how to foster POS; minimizing negative affective events and maximizing supportive affective events may enhance POS.

This study is the first to consider predictors of short-term fluctuations in POS. Moreover, the authors integrate affective events and discrete emotions to consider the role of affect in organizational support theory.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

This paper attempts to reconcile an apparent contradiction between short‐run and long‐run movements in the price of gold. The theoretical model suggests a set of conditions under which the price of gold rises over time at the general rate of inflation and hence be an effective hedge against inflation. The model also demonstrates that short‐run changes in the gold lease rate, the real interest rate, convenience yield, default risk, the covariance of gold returns with other assets and the dollar/world exchange rate can disturb this equilibrium relationship and generate short‐run price volatility. Using monthly gold price data (1976–1999), and cointegration regression techniques, an empirical analysis confirms the central hypotheses of the theoretical model.

The purpose of this quantitative study was to assess the relationship between volunteer leadership competencies and stewardship action-taking experiences among Master Gardener (MG) and Master Watershed (MW) volunteers during the COVID-19 pandemic. We collected data from 1196 Penn State Extension MG and MW respondents. The mean summative score for the volunteer stewardship action-taking experience was 2.32 (SD = .79), and volunteer leadership competencies was 3.45 (SD = .60). The results of this study showed a significant moderate association between volunteer stewardship action-taking experiences and volunteer leader competencies (r = .34, p ≤ .001). Volunteer leadership competencies can explain approximately 11 % of the variation in volunteer stewardship action-taking experiences during the COVID-19 pandemic. The new knowledge that our research brings can significantly contribute to the practice in leadership teaching and learning of Extension organizations’ volunteers. Future leadership trainings on the enhancement of the MG and MW volunteer leaders’ stewardship action-taking capacity can help contribute to the greater good in their communities in a more confident and efficient manner. Further research should focus on identifying other factors that can affect MG and MW stewardship action-taking experiences, including the impact of the demographics and motivation.

Political correctness, also known as “PC,” has generated much discussion on both the Right and the Left. The greatest debate comes from college campuses. Political correctness derives from the principle that ethnic diversity, i.e., multiculturalism, can and should be preserved and protected. Ironically, the term originated in the Marxist era, when it was used to enforce conformity in the advancement of a particular Marxist view. The term became obsolete until it was revived in the 1980s (D'Souza, 1991).