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This paper aims to explore what environmental justice (EJ) can offer to sport management research and highlights the urgency for sport management scholars interested in environmental and ecological issues to engage with EJ as an important research agenda.

This paper is primarily a position and conceptual paper. Drawing from multidisciplinary literature (e.g. critical human geography, environmental sociology, Indigenous studies and postcolonial studies), it provides an overview of the major conceptualizations of EJ and discusses important premises for sport management researchers to engage with EJ topics.

EJ offers opportunities for sport management researchers to form stronger analyses on existing racial, socio-economic, and gender-related inequities manifest in the sport industry. The incorporation of EJ can strengthen the emerging sport ecology research in sport management and offer opportunities for sport management researchers to form stronger analyses on existing racial, class and gender-related inequities manifest in the sport industry.

It provides a critical and original intervention to the sport management literature. EJ's emphasis on power and its position at the convergence of social movements, public policy, and scholarship hold important potential for sport management researchers to advance scholarship with “actions,” addressing environmental harms and seeking practical solutions for enhancing communities' well-being.

This paper is an account of collaborative action-based research that centered on a new NCAA Division I football program at a regional southeastern university, and the positive impacts the collaboration had on the multiple stakeholders involved in the research, which were the university’s sport management faculty, the athletic department, and sport management students. The paper aims to discuss these issues.

During the action research, these stakeholders moved through a cyclical process that involved reflection, planning, action, and evaluation. Through the action-based cyclical process that was utilized, each of these stakeholders were able to learn, adapt, participate, and make positive change.

Positive change occurred with the athletic department’s marketing efforts and game day operations, opportunities for sport management students to participate and learn, and development of relationships between two departments.

The cyclical nature of this research model often leads to original hypotheses and research foci to be highly altered during various stages. Another limitation within collaborative action research can be the breakdown in communication among the many parties involved in carrying out this type of research.

While the significance of this study was initially to capture fan information surrounding a new NCAA Division I football program, the stakeholders quickly realized that the action-based research study had more to offer than producing marketing reports for the university athletic department. Inclusion of the students as equal stakeholders in this project proved vital to student learning and involvement. Having the students play such an important role throughout each cycle of the project allowed for additional networking outside the classrooms with potential employers, as well as in-depth discussions and involvement in the classroom when synthesizing and disseminating the marketing information that had been gathered.

The collaboration between two separate departments within a higher education institution was vital to the overall success of the research project. The overall intent of this paper is to provide a practical approach to collaboration among individuals working in different departments of an organization, as the findings from this research project revealed the overall success of the project was only possible through the collaborative effort and joining resources, abilities, areas of expertise, and capabilities.

This study aims to investigate the impact of technologies on the knowledge transfer process. In particular, the authors aim to analyze the topic of knowledge brokers and the relationship between broker and digital tools in the knowledge transfer process in the sport context. The study developed, therefore, aims to investigate the creating of this environment for knowledge transfer and knowledge sharing between man and machine, looking to improve the planning of technical sports projects of the clubs.

This paper presents a qualitative approach aimed at analyzing how platforms and the players’ agents can be useful tools in the knowledge transfer process. The research was conducted through a survey with a structured questionnaire via e-mail to 64 managers at the head of clubs playing in the Italian Series B basketball in the 2021–2022 championship. The total number of questions administered is 21.

The results demonstrate how sports directors, for the construction of a technical sports project, in addition to learning off the pitch by interactions with media, fans, pressure management, leadership skills, positive attitude, tolerance, understanding of other opinions, background and cultures, see the athletes’ agents as the main stakeholder of the managers. The research resulted, by the clubs’ managers, in both formal learning and informal-type learning. Informal learning, by far the most frequently used and most important in the general learning process of executives, is identified in the use that executives make of information available on digital platforms and of the fiduciary relationships that management has with players’ agents.

The results demonstrate the valuable opportunities for executives, coaches, managers and clubs to strategically manage learning and knowledge sharing. Improving and managing knowledge-sharing strategies would help increase knowledge, not only of the sports directors but also of the entire club, thus improving the absolute quality of the game within the Italian basketball divisions. The authors have developed an innovative framework regarding the construction of a “typed sports technical project”, and the authors have identified a series of crucial phases capable of determining the creation of a new roster of athletes.