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The sport sector is a very competitive and dynamic industry, son intrapreneurial employees are needed. However, although entrepreneurial intentions in sport sciences students have been studied, less is known about intrapreneurial intentions. It is, therefore, the purpose of this paper to validate a scale to measure the intrapreneurial intentions of sports science students from two different countries.

A sample of 304 final-year students from the sport sector of two different countries (Spain and Lithuania) was analyzed. First, an exploratory factorial analysis of the two samples was performed separately, and then a confirmatory factorial analysis was carried out to performed. Finally, in order to check the invariance of the measuring instrument, a multi-group analysis was performed with the constraints of all factors variances and all factors loading.

The entrepreneurial intentions scale works well both in its English version in the Lithuanian sports students’ and in its Spanish version with the university sports students from Spain. Therefore, it can be said that there is a metric invariance. However, the scale presents better fit indexes, reliability and validity in its English version. Lithuanian sports students scored significantly higher on the risk-taking dimension than Spanish students.

The scale has only been validated with final-year sport science students from two countries. It is necessary to test this scale with a larger sample of students from different fields and countries.

This scale can be used in both in Spanish and English versions to detect potential entrepreneurs in the sports sector, so it can help universities and employers to detect future intraentrepreneurs in the sports sector.

Social implication of this paper is the detection of potential entrepreneurs who can improve economic, social or sports performance in organizations or sports companies.

A new tool to detect the potential sport intrapreneurs in university students has been created. Moreover, a cross-cultural validation of the intrapreneurial intentions scale (in English and Spanish version) with sport sciences students from two different countries has been performed.

This study aims to analyze the precursors of high and low intrapreneurial intentions among fitness center employees, considering various variables (gender, age, organization size and job satisfaction).

The study involved 166 fitness center employees of the Portuguese fitness center. The study used a two-part questionnaire to gather sociodemographic data and assess variables related to intrapreneurial intentions and job satisfaction among fitness employees. The first part collected basic demographic information, while the second used validated scales to measure intrapreneurial intentions (innovation and risk-taking) and job satisfaction (intrinsic and extrinsic).

This study underscores intrapreneurship as key for the evolving global fitness sector, highlighting job satisfaction as critical for fostering intrapreneurial intentions. Age, organizational size and gender diversity are also significant, suggesting that fostering a diverse and satisfied workforce under transformational leadership can enhance fitness organizations’ adaptability and growth.

This research supports the growth of the fitness sector by demonstrating how intrapreneurship, propelled by job satisfaction, can resolve challenges, benefiting fitness centers regardless of size, age or gender diversity.

The study highlights the vital role of intrapreneurs in the fitness industry, advocating a nongender-biased approach to intrapreneurship and identifying job satisfaction as key to fostering intrapreneurial intentions, beneficial for all fitness centers.

The main aim of this study was to analyze and establish the state of the question about entrepreneurship and intrapreneurship in sport, identify the role of innovation in both of them, as well as to determine the latest study trends and detect possible research niches.

A systematic review of the Web of Science, Scopus, PsycINFO, ERIC, SPORTDiscus and Dialnet databases was performed. The analysis of the selected texts allowed categorizing the entrepreneurship articles into subthemes: precursors of entrepreneurship, intention/orientation of entrepreneurship, different perspectives of entrepreneurship in sport and social entrepreneurship in sport. Of the 49 texts included in the review, only seven articles dealt with intrapreneurship, and they could not be classified into subtopics because the studies are scarce, diverse and with disparate themes.

The main findings show deficiencies in research on precursors/antecedents of entrepreneurial and intrapreneurial behavior, especially in relation to innovation, the importance of the political perspective on entrepreneurship in sport and formulation of behavior training programs for intrapreneurs.

This paper provides valuable and global information about entrepreneurship and intrapreneurship in sport, of which there were scattered or grouped data in some reviews.

The purpose of this paper is to evaluate the position of sport management education (SME) in relation to employment in the sport fitness industry and if a shift towards a greater emphasis on business and management module teaching is justified or conversely a greater utilisation of the rich data being generated by sport management researchers can be applied to the vocational development of sport management students.

The study was conducted in two parts. Part 1 consisted of interviews with the author by an interviewer to explore their industry experiences, the author’s experience of entrepreneurial sport industry business and intrapreneurial sport teaching. The resultant data have been distilled into a series of paradigms, including employing sport industry staff and teaching sport management. Part 2 triangulates part 1 with the managerial experience of sports and leisure centre managers to develop a qualitative study. Sports and leisure centre managers were interviewed regarding candidate and employee competences judged as extreme examples of sport management knowledge and understanding.

Four themes emerged, such as alignment, underpinning subject-specific knowledge, a voice from the sport industry in developing SME and postgraduate opportunities for work-based learning.

A small-scale study that requires further research in each of the three areas: sport spectator, sport participation and elite performer management.

The sport centre interview instrument, with some refinements, could form the basis of an improved system to gain rich data from industry members of higher education business advisory groups. The developed data collection tool could increase the effective collection of data from a wider cohort.

The approach has produced an adapted category of pedagogy. Employability inspired teaching (EiT) is an original terminology describing the subject-specific content that leads to improved opportunities for subject (sport) industry employment.

Creating value through service innovation requires new processes and ways of communicating to multiple stakeholders. Institutions and stakeholders within the service ecosystem, however, often resist change. Adopting a new service strategy entails two distinct costs – monetary and psychological. The tensions between an organization’s need to generate incremental revenue and the challenges of balancing business as usual and the costs associated with service innovation are explored. Specifically, this paper aims to explore the adoption of a customer relationship management (CRM) technology solution in a bureaucratic setting, and the sequence of events needed for successful implementation, with emphasis on overcoming various barriers and hurdles.

A case study methodology is used to gather and analyze data on how the Arizona State University (ASU) athletic department responded to the changing competitive environment via adopting a CRM technology solution. Data collection consisted of ten semi-structured interviews.

The experience of ASU illustrates that the primary benefits of a CRM technology solution include the generation of incremental revenue, capturing data and personalized marketing. The main challenges are coordinating adoption, obtaining commitment, developing competency, estimating costs and creating content.

A conceptual framework emerged from the data that describes the likelihood of a service technology’s successful implementation based upon the interaction of the strength of key actors, organizational situation perception and organizational commitment. The model extends the proposed duality of service innovation outcomes as either success or failure to acknowledge the likelihood of a partial implementation where marginal success is achieved.

The sequence of events needed for successful implementation of a service technology is highlighted, with emphasis on overcoming various barriers and hurdles. Implementation steps are provided, as well as a model to help pinpoint issues.

The case study provides insight for overcoming pitfalls and barriers to adopting a new service technology in a traditionally bureaucratic organization where resistance to change is the norm, and innovation is not.

As of 2020, London's Financial Times had ranked Fundação Dom Cabral (FDC) as one of the world's leading executive education institutions and the top such institution in Latin America for 15 consecutive years. In 2011, FDC was also ranked fifth on the Financial Times' list of the 40 most respected business schools in the world. For FDC itself and for its co-founder, Emerson de Almeida, this recognition was a wonderful way of celebrating the 35th anniversary of an institution that has become a leader in applied management education in Brazil.

How did this young Brazilian institution achieve this? As is the case for any great undertaking, many people played crucial roles in its creation and consolidation. However, its history is closely tied to the life of its co-founder, Emerson de Almeida.

Emerson was FDC's Chief Executive from its foundation in 1976 until 2012, when he became President of its Board of Governance. ¹ He is primarily an innovator and drew his inspiration from visits to world-renowned business schools. Once he understood the needs arising from executive thinking processes, he was able to adapt these schools' best practices to suit the Brazilian culture and context.

‘You must always try the impossible’, he says. This case study presents the story of an exceptional institutional intrapreneur who championed and led the transformation of executive education in Brazil.

We live in an age of change, unbalanced change. One computer generation succeeds another at the virtual drop of a hat. No sooner have we digested the silicon‐chip than our appetites are whetted with bio‐technology. The rate of technological progress, in the industrialised world is quite shattering. By comparison organisational change is proceeding at a snail's pace. A thousand years ago organisations, that is the church, the government and the army, were formed on hierarchical lines. In other words, there were those who ruled and those who were ruled. Things have changed but slowly since. Our major organizations are still run along largely hierarchical lines. But there are changes in the wind.

The archetypal manager is a dying species. Conservative left‐brains concepts all appear outdated – now the emphasis is on the individual, more specifically the right side of the brain of the individual – Neuro Linguistic Programming (NLP). Examines the methodologies and applications involved, including the right‐brain origins of “intrapreneuring”, and generally the great improvements achieved from introducing the technique of self‐development in managerial development programmes.

Shortly before the Second World War, a woman who had never accepted her orphan status, Gabrielle Bonheur Chanel, nicknamed ‘Little Coco’ by her father and known as ‘Coco’ to her relatives, became the first women in history to build a world-class industrial empire. By 1935, Coco, a fashion designer and industry captain, was employing more than 4,000 workers and had sold more than 28,000 dresses, tailored jackets and women's suits. Born into a poor family and raised in an orphanage, she enjoyed an intense social life in Paris in the 1920s, rubbing shoulders with artists, creators and the rising stars of her time.

Thanks to her entrepreneurial skills, she was able to innovate in her methods and in her trendsetting approach to fashion design and promotion. Coco Chanel was committed and creative, had the soul of an entrepreneur and went on to become a world leader in a brand new sector combining fashion, accessories and perfumes that she would help shape. By the end of her life, she had redefined French elegance and revolutionized the way people dressed.