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The growth of mental disorders and their costs represents a public health challenge. This study aims to explore how a social club can help mitigate its impact through arts and sports workshops.

Using the social return on investment (SROI) methodology, the impact of the social club is evaluated by identifying stakeholders and quantifying their contributions. In addition, the relationship between patients’ attendance and the reduction of relapses and medication consumption is explored.

The SROI showed a positive return on investment, €12.12 per euro invested. This ratio indicates that the social club generates social value well above its initial costs. On the other hand, two stakeholders were identified as higher impact generators, and it was confirmed that sports activities generate more social and economic impact than art activities – however, the positive effects of art activities last longer over time. The study revealed a positive relationship between social club attendance and relapse reduction. Almost 90% of the participating users reported no relapses or emergency hospitalizations during the past year of attendance. In addition, a substantial decrease in medication dosage was observed. These results suggest that social clubs help stabilize mental health and reduce the burden on health-care systems.

The case study highlights the vital role of social clubs in supporting people facing mental health issues. Policymakers and health-care providers can use this knowledge to invest in more effective and sustainable mental health support activities.

The dynamic and evolving nature of the market calls for attention to digital platform firms' survival strategies, building agility for persistence in a continuously changing business environment. In India, the government’s adoption of the Digital Policy is one such change in the business environment for the firms that impact almost all sectors. Such policies cause a disruption wherein digital platform firms must be agile and create a strategic response that will endure any changes. The present study attempts to gain insight into the competitive strategies adopted by the digital platform firms of the consumer durables industry in India, which are implemented to facilitate their growth.

The entire study is conducted in two phases. Phase one includes identifying strategies sampled digital platform firms adopted in response to the digitalization policy, and the second phase evaluates the significance of the adopted plans to persist.

While clubbing the 42 strategic responses to a few aggregate dimensions, the study found four types of responses adopted by the digital platform firms in the consumer durable industry to persist in the market. Using a two-step system, the Generalized Method of Moments (GMM) approach, the study found that all four dimensions are statistically significant, positively impacting these firms' profitability.

The study contributes to the knowledge base of strategic responses to persist for the incumbent platform firms in a dynamic business environment.

The study answers the pertinent research question of how such strategic decisions may be informed in favor of profitability.

Social media has revolutionized marketing communication (MC). Rugby is South Africa’s most professionalized sport, leading the industry in its business management structure as well as its high-performance achievements. However, below the professional level, local rugby clubs face a large disparity compared to their professional counterparts, often relying on volunteers or part-time employees to manage the organizations. Therefore, the purpose of this study is to investigate how non-professional rugby clubs use social media as a MC tool.

The study was exploratory, and a cross-sectional sample of twelve organizations was selected and employed a multiple case study approach. Club managers responsible for MC or social media participated in semi-structured interviews. The qualitative data analysis software, ATLAS.ti, facilitated the researchers’ use of an inductive approach to develop codes and themes for further analysis.

The findings revealed a high level of adoption of social media by the multiple cases (i.e. rugby sports club respondents), with only slight variations in the usage of specific social media applications (viz., Facebook, Instagram, Twitter, and WhatsApp). The sports clubs perceived that employing social media added substantial value to their MC. There were six emergent themes related to the organization’s perceived benefits from adopting social media MC, namely: brand awareness, relationship-building, player recruitment, attracting sponsors, storytelling, and information sharing.

The study makes a novel contribution in terms of how rugby clubs use social media as an MC tool. The paper advances scant knowledge and awareness of the relationship between South Africa’s sports marketing and social media. The conclusions will aid non-professional sports organizations in enhancing the effectiveness of their social media marketing by ensuring that their objectives and target audiences are well-defined.

This study aims to help develop “business principles for stakeholder capitalism” in two steps. First, the study defines internal logic of three theories of capitalism and two variants within each theory. Second, it examines approaches to integration into modern democratic capitalism. Treating the three theories as substitutes identifies relative strengths and weaknesses; complementarity and partial overlap approaches to integration study the institutional settings within which stakeholder capitalism operates. Empirical outcomes reflect competition between market and stakeholder businesses for participants, with institutional conditions determining the scope of collective action.

The approach aligns three typologies in a unique conceptual arrangement defining the three theories of capitalism: forms of capitalism, potential failures of each form and associated types of goods. The first method examines the internal logic of each theory of capitalism. The second draws on traditional narrative review of references documenting each theory of capitalism and variants together with modern Marxist anti-capitalism.

Three typologies align uniquely with the theories of capitalism, each having two variants. Both variants of stakeholder capitalism are compatible with compassionate capitalism, constitutional government or polycentric governance but not with self-interest capitalism, dictatorship or Marxism. A theory of modern democratic capitalism allocates roles for private, club and social goods with empirically variable mixes occurring across countries. Competition among different types of enterprises provides an empirical test for comparative advantages of stakeholder capitalism. Future research should consider approaches for testing the proposed conceptual scheme in practice concerning capacity to deal with grand challenges, wicked problems and black swan events.

Research approach is limited to logical examination of theories and literature documentation without direct empirical confirmation. The study does not address practical implications for managers and public officials or social implications concerning private incentives, stakeholder cooperation or collective action.

Originality lies in shifting terms of debate about stakeholder capitalism from advocacy of substitute theories to understanding of its relationship to market capitalism and collective action capitalism. Value lies in explaining desirability of theoretical integration of three types of capitalism into a comprehensive framework for modern democratic capitalism.

Many voluntary sports clubs face financial difficulties and consequently turn to external funding sources. Recent developments suggest that sports clubs have been successful in significantly increasing sponsorship income by professionalizing their sponsorship activities. However, not much is known about how voluntary sports clubs professionalize their sponsorship management (e.g. sponsorship staff). This study seeks to gain a deeper understanding of the components addressed and the practices used by voluntary sports clubs to professionalize their sponsorship.

An exploratory case study was conducted to gain in-depth insights into voluntary sports clubs’ organizational developments in the context of sponsorship management. Data were collected from six sports clubs through document analyses and problem-centered interviews with decision makers. The data were analyzed using a qualitative content analysis approach, which included both deductive and complementary inductive coding of the data.

The results show that the components addressed in the professionalization of sponsorship management are reflected in three dimensions: “people and positions” (e.g. sponsorship staff), “structures and processes” (e.g. differentiation of responsibilities), and “strategies and activities” (e.g. sponsorship rights orientation). It was also found that clubs, which have diverse characteristics and levels of professionalization, pursue distinct approaches.

In contrast to studies on professional sports organizations that focus primarily on the sponsor’s perspective, this study sheds light on sponsorship management in sports clubs in the non-profit sector. The findings can help voluntary sports clubs to transform their sponsorship management strategically and increase sponsorship income in the long term.

This study aims to examine how women entrepreneurs in Kazakhstan's male-dominated sectors utilize the concept of positionality to navigate and redefine gender norms, focusing on their engagement with entrepreneurial masculinities and femininities. It explores the transformative potential of their strategic actions on gender dynamics within the entrepreneurial ecosystem.

Employing qualitative research through 27 in-depth interviews, this study adopts constructivist grounded theory to delve into how women entrepreneurs interact with gender norms within their entrepreneurial context. This approach highlights the dynamic interplay between gender norms and the strategies employed by women entrepreneurs to navigate these challenges.

The findings reveal that women entrepreneurs actively employ and navigate entrepreneurial masculinities and femininities as strategies to challenge traditional gender roles. Their approaches vary from conforming to, challenging and creatively redefining the gendered expectations encountered in their entrepreneurial journey. This demonstrates their agency in reshaping gender norms and contributing to the diversity of gender performances within the domain of entrepreneurship.

While focused on Kazakhstan, the study's findings suggest broader implications for understanding gender dynamics in entrepreneurship across different cultural contexts. Future research could extend this inquiry to varied sociocultural settings, employing post-structuralist and ethnographic methodologies to further explore the performance of gender roles and the negotiation of belonging in entrepreneurial contexts.

By foregrounding the concept of positionality, this study enriches the dialogue on gender dynamics within entrepreneurship, offering fresh perspectives on the agency of women entrepreneurs in male-dominated sectors. It illustrates how gender identities and performances are not fixed but are actively constructed and negotiated, contributing to the evolving landscape of entrepreneurial masculinities and femininities.

This study aimed to understand coopetition in the context of Brazilian specialty coffee grower Small and medium enterprises (SMEs), based on the need to differentiate the beans in and outside the farm level, taking into account the stakeholders’ influence.

In this study twenty semistructured interviews were carried out with coffee growers and managers of cooperatives, associations and supporting institutions involving two Brazilian coffee geographical indications. Data were analyzed using a mixed grid composed of qualitative, semantic and categorical factors.

Strategic moves undertaken by coffee growers and stakeholders have shaped the pathway of coopetition among coffee growers, as determinants to frame it as a deliberate or emergent pattern (intentional or unplanned, respectively). Our findings provide evidence that coopetition development among firms is deliberate when influenced by firms’ or stakeholders’ cooperative moves and emergent when influenced by firms’ or stakeholders’ competitive moves.

Although the firm/stakeholder relationship is often approached as a joint wealth creation effort, stakes are not always fairly distributed, so one of the parties may be negatively affected, with consequences for the development of coopetition. Underpinned by a stakeholder-oriented resource-based theoretical lens, this investigation of the development patterns of coopetition linked to the strategic actions undertaken by firms and stakeholders has resonance on competitive advantages.

This paper analyses J1 League and J2 League clubs during the period 2011–2020 to anticipate financial distress.

Data were collected for 29 professional football clubs competing in the J1 and J2 League for the financial years ending 2011–2020. Analysis was conducted using Altman’s Z-score methodology and additional statistical tests were conducted to measure differences between groups.

The results show significant cases of financial distress amongst clubs in both divisions and that clubs that have played predominantly in the J1 League are in significantly poorer financial health than clubs that have played predominantly in the J2 League. Overall, the financial situation in Japanese professional football needs to be monitored, a position that could be exacerbated by the economic crisis, caused by the coronavirus disease 2019 (COVID-19).

While the financial situation for a majority of the clubs in the J-League presents an austere picture, comparison with clubs in other leagues across Asia and Europe and understanding the different policies set by these leagues would enable us to understand whether the phenomenon of financial distress is common to other clubs and leagues across different countries and continents.

The paper recommends that J-League visit the existing club licensing criteria and implement equitable cost-control measures, such as implementing a cap on acceptable losses over a specified period or restricting overall expenditures as a percentage of the club’s revenue.

The paper extends the evidence base of measuring financial distress in professional team sports and is also the first paper of its kind to examine this in relation to Asian professional football.

This study aims to investigate the influence of social capital on firms’ business strategies, focusing on Miles and Snow (1978) dichotomy between “prospector” and “defender” strategies.

The authors perform multivariate regression analyses using a sample of US firms spanning the period from 1995 to 2021. The authors use a two-stage least squares model to alleviate endogeneity concerns and perform several cross-sectional tests and path analyses.

The authors find a significant and positive association between social capital and defender-type business strategies. Results from cross-sectional analyses reveal that this relationship is more pronounced in highly competitive product markets and among firms led by highly qualified CEOs. In addition, the authors find that CEO compensation mediates the effect of social capital on business strategy. Overall, the results suggest that low social capital regions foster prospector strategies due to managers’ self-maximizing incentives. Finally, the authors find that business strategy acts as a mediating factor, connecting social capital to firms’ financial reporting outcomes.

In light of recent public concerns over declining social capital in major economies and the growing globalization and multiculturism in societies, the findings are of interest to policymakers and the wider society by highlighting the far-reaching implications of social capital on businesses and the capital market.

To the best of the authors’ knowledge, this study documents the first empirical evidence on the association between a society’s social capital and firms’ business strategies. The study contributes to the research on the determinants of a firm’s business strategy and extends the literature on the relationship between social capital and firm behavior.

The paper reports a study that evaluated the effectiveness and usefulness of Business and Technology Management (BTM), a management practice for formulating business digital strategies that address organization, processes and technology in an integrative way.

The research followed action design research guidelines that combine the methodological principles of design science research and action research.

Evidence from the study confirmed the adequacy and usefulness of BTM as a solution to an old management problem of internal fit, synergies, alignment or strategic integration. It also led to an improvement in its way of working, namely, a management practice with four process stages: (1) define trade objectives, (2) design an integrated business model, (3) manage the business transformation and execution and (4) evaluate the results obtained.

The study exemplifies how practice research can be used within a long-term research pursuit to provide empirical evidence that permits evaluating and improving a research-originated management approach.

Being a theory-for-action, BTM has direct relevance for managers engaged in defining organizational and technological strategies connected with business results. The paper discloses an improved version of BTM together with a description of its application in a medium-sized company operating in the tourism sector.

BTM addresses a recurrent issue raised by researchers and practitioners concerning a failure to bring different management perspectives together when formulating a strategy. Therefore, its value lies in its ability to assist in the integration of management perspectives into business development initiatives.