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Using a case study of an international sport event, the purpose of this paper is to examine the inter-organisational relationship between a sport event property and its corporate sponsors.

Interviews were conducted with personnel from the national sport organisation responsible for the delivery of this major event, and from four of its corporate sponsorship partners.

The findings indicated that both formal and informal governance were critical to the relationships underpinning these sponsorship alliances. From a dyadic perspective, it was found that the satisfaction of sponsorship partners had two key elements: tangible commercial benefits from the sponsor-sponsee alliance, and the less tangible but nonetheless valuable relationship support within the partnership. In short, partner satisfaction and alliance stability stemmed from relational constructs and the balance of formal governance mechanisms.

This paper explores the variables that generate value and maintain alliance stability for improved sponsorship governance. These findings, while focused on a single case study, have implications for research in the field of sponsorship and to the area of business-to-business relationships more broadly.

Sponsorship can be an effective strategic marketing tool yet it attracts criticism as a corporate indulgence shaped by the personal interests of senior executives. While research into the outcomes of sponsorship is extensive, the practices involved in sponsorship selections have been largely ignored. Today, sponsorship selection in large corporations is recommended to be a formal process involving evaluation criteria aligned to corporate policy and strategic priorities. Yet, in reality, corporate culture influences sponsorship selection, as do sponsorship managers’ beliefs about sponsorship types and motivations. The purpose of this paper is to explore sponsorship selection practices and to consider the interplay between corporate culture and sponsorship managers’ beliefs about sponsorship types and their motivations. The findings provide not only new interpretation of the literature but also reveal a detailed picture of sponsorship selection.

This exploratory qualitative study comprises in-depth interviews with senior sponsorship managers from eight large Australian companies that use sponsorship as a strategic marketing tactic.

This study concludes that the sponsorship selection process is strongly influenced by corporate culture as well as the sponsorship manager’s beliefs about sponsorship types and their motivations.

This study contributes to the sponsorship management research stream by providing important insights into under-researched factors that influence the sponsorship selection process.

While it is commonly recognised that Big Data have an immense potential to generate value for business organisations, appropriating value from Big Data and, in particular, Big Data-enabled analytics is still an open issue for many organisations. The purpose of this paper is to develop a maturity model to support organisations in the realisation of the value created by Big Data.

The maturity model is developed following a qualitative approach based on literature analysis and semi-structured interviews with domain experts. The completeness and usefulness of the model is evaluated qualitatively by practitioners, whereas the applicability of the model is evaluated by Big Data maturity assessments in three real-world organisations.

The proposed maturity model is considered exhaustive by domain experts and has helped the three assessed organisations to develop a more critical understanding of the next steps to take.

The maturity model integrates existing industry-developed maturity models into one single coherent Big Data maturity model. The proposed model answers the call for research on Big Data to abstract from technical issues to focus on the business implications of Big Data initiatives.

KM governance plays a vital role in KM strategy planning and its implementation. Despite the importance of KM governance, empirical research in this area so far has been limited. This research seeks to show how a federated and self‐governance framework enabled effective KM strategy planning and implementation in a captive offshoring unit in India.

The approach takes the form of an in‐depth study of KM strategy planning and implementation process in a captive offshore unit of a leading financial services company, using the case research method.

The research shows that a KM program, driven by a federated governance for strategizing and a self‐governance for implementation, results in successful adoption, practice and sustenance of organization‐wide KM. In addition, self‐governance has also helped the organization to achieve an efficient single‐person‐driven KM function to manage the entire KM program. KM function should be reporting to a governance committee (chosen from across the business units of the organization) rather than a single leadership position.

The findings are based on a study of a single organization and therefore it may have limitations in its applicability in other settings. However, it brings out the importance of federated and self‐governance in effective and efficient KM strategy planning and implementation. A KM council, comprising the CEO, BU heads, and the CKO to spearhead the entire strategy planning helps in successful KM strategy implementation. It suggests that the commitment of senior management and functional managers can be achieved by suitably linking their contribution to KM with their goals and KRAs.

To make the KM program successful, organization‐wide KM governance has to precede strategy. The research shows how the Balanced Score Card may be used to align KM initiatives with the business strategy. Ownership among the senior managers and heads of business units can be achieved by making their contribution to KM part of their KRAs. The KM head (CKO) should be reporting to the governance committee rather than a single leadership position.

The research paper provides both theoretical and practical insights into how federated and self‐governance as an approach for KM governance enables effective and efficient KM strategy planning and implementation.

This research aims to examine and understand the rationales and modalities behind the use of disclosure before, during and after a corporate governance scandal involving CPA Australia (CPAA).

Data beyond CPAA's annual reports were collected, such as news articles, media releases, an independent review panel (IRP) report, and the Chief Operating Officer's letter to members. These disclosures were manually coded and analysed through the word counts and word trees in NVivo. This study also relied on Norbert Elias' conceptual tool of power games among networks of actors – figurations – to model the scandal as a power game between the old Board, the press, concerned members, the IRP and the new Board. This study analysed the data to reveal a collective and in fieri power balance that changed with the phases of the scandal.

A mix of voluntary, involuntary, requested and absent disclosures was important in triggering, managing and ending the CPAA scandal. Moreover, communication and disclosure fulfilled a constitutive role since both: mobilised actors, enabled coordination among actors, contributed to pursuing shared goals and influenced power balances. Such a constitutive role was at the heart of the ability of coalitions of figurations to challenge and restore the powerful status quo.

This research introduces to accounting studies the collective and in fieri dimensions of power from figurational theory. Moreover, the research sheds new light on using voluntary, involuntary, requested and absent disclosures before, during and after a corporate crisis.

This paper aims to examine how the dynamic interplay of governance mechanisms of the university-firm R&D alliance reduces obstacles and enables the successful commercialization of research collaboration output.

A longitudinal case research and retrospective strategy were used to collect relevant data and information in the four university-and-firm alliance teams collaborating on R&D projects in Thailand during 2008-2014. In-depth interviews and meetings were conducted with representatives of all partners and R&D project teams.

The authors found that formal and informal control mechanisms act as complementary forms of governance. The informal control (trust) serves as the frame of intentions whether the formal control is interpreted as a guideline or a commitment. Both formal and informal control mechanisms must be put in place to successfully and sustainably develop collaborative research into a commercial product.

This study investigated four Thai government-funded research collaboration teams from a single industry. It would be worth investigating such research collaboration in other industries and those without any government funding.

This study applied an exploratory case research method which is rarely used in research on R&D alliance teams. It generates cross-functional insights on how to build trust in such R&D context, especially in an emerging economy.

This article is the third in a four‐part series that aims to illustrate the process involved in planning a portal and creating a portal definition document.

Based on a review of the academic and industry literature and using a case study, the authors share their experience in planning the Florida ExpertNet Research portal.

Portal development is a complex and costly endeavour that requires meticulous planning and design. As with any system development initiative, the time and energy spent in the planning process is reflected in the success or failure of the end product. A portal administrative framework encompasses governance (strategic) and management (operational) models. The governance model contains a description of the governing units and their responsibilities. The management model includes a description of key management components (primary function, activities, and manager) and management roles and responsibilities.

This series will be useful to the information professional who is contemplating portal development and may be used as a model in developing a blueprint – the portal definition document. Whether the information professional is considering doing development or outsourcing, it is important to understand the architectural requirements of a portal.