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Traditional sports have seen declining participation at many levels, with football being no different. This is occurring at a time when emergent technologies present new challenges, particularly to the crucial yet ignored cohort of millennials. Without meeting the needs of millennials, football cannot be successful in the future. This research seeks to understand how millennial football fandom (sport, not team) in Australia impacts football participation, whilst empirically examining the impact of football video games (FVGs).

Survey data are collected from online groups, forums and social media pages of Australian football (soccer) fans. Quantitative analysis of millennial fandom and its influence on football participation (for the first time demarcated into play and engagement) is undertaken, including the moderating influence of time spent playing FVGs, amidst covariate influences of age and number of children.

Results highlight the multi-dimensionality of millennial football fandom in Australia, reveal the typical hours spent playing football across a range of participation types (including play and engagement), support fan involvement’s influence on engagement with football, establish that a desire to interact with other football fans manifests in playing more football, specify how playing FVGs moderates these relationships, supports the covariate influences of age and evidences that playing FVGs does not hamper football play.

This is the first study to examine millennial fans of football (the sport, not tied to a club) and the influence of fandom on football participation. By separating football participation into two forms, play and engagement, we highlight discrete influences, whilst evaluating for the first time the moderating influence of the time millennials spend playing FVGs. For sport managers and administrators, these are important findings to facilitate better segmentation, recruitment, retention and participation, each with broader societal health benefits. This is undertaken in Australia where football is not a dominant code, relegating fandom to a niche, thus revealing important findings for sports and business management.

The purpose of this paper is to explore how gamification may be used for project stakeholder engagement.

The paper presents the results of a systematic literature review of extant research concerning the gamification of projects. Based on this, an agenda for future studies is outlined.

Extant research on the gamification of projects is scarce and scattered among various disciplines, but the engineering fields dominate. The research performed does indicate that gamification may be used for involving stakeholders in projects, primarily by promoting learning, but also by engaging them, motivating action and solving problems.

In several cases, extant research display poor quality in research design and a lack in cross-disciplinary perspectives, which means that more research is needed. The users’ perspective is often lacking. Furthermore, the ideas gamification might be “hidden” within other technologies.

The findings of this research may assist project management practitioners in the endeavor of adopting gamification principles to better involve stakeholders.

The study fills a gap in summarizing the research on how gamification may be used to promote project stakeholder engagement. Based on this, it proposes a research agenda for future research on the use of gamification to promote project stakeholder engagement.

This article explores how the Danish public sector, over time, has followed different temporal strategies in order to extend the present and handle the system's increasing complexity, thereby counteracting a tendency towards entropy. It proposes that historical changes in the public sector's understandings of the concepts of “time” and “change” can be seen as the answer to the sector's enduring problem of ever-increasing complexity.

The authors conduct second-order observations of how the Danish public sector, in the period from 1900 until 2020, observes “time” and “change”. More specifically, they first observe how issues over time are temporalized in different forms, before employing the guiding distinction, operation/temporalization, to analyse the differences between temporalities.

The authors show that, today, the Danish public sector deals with the problems of complexity and entropy through, what is called, potentialization. Potentialization entails operations that aim to increase potentialities, rather than realize possibilities within a given potentiality. It works by extending the present, drawing on a particular temporality which is split into a present present and a future future.

The paper offers managers insights into the implications of their own observations of time and change, including how they might draw on different temporal semantics, through which managerial situations emerge differently. The paper also reveals that issues of transformation are not always about transformation, rather they concern the question of how to handle an increasing internal complexity.

The article shows that potentialization and its temporal semantic of “transformation” also comes with a price – namely that it dissolves the certainties of structures, which results in conflicting expectations.

The paper draws on systems theory, including its notions of time and entropy, to analyse the evolution of public administration and management. It thereby produces a diagnosis of the present which offers insights into contemporary conditions for public management.