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This research highlights the need for sophisticated measurement tools to allow sponsors and sponsees to evaluate sponsorship achievement against specific goals and its performance relative to other promotional tactics. Two high-profile in-stadium sponsorships of a mega-sponsee, the Grey Cup, are evaluated. Some evidence appears to supports and the effectiveness of the sponsorships; other observations raise questions about the accuracy of the evaluation process. The paper provides direction for practice and future research in sponsorship evaluation.

Student leadership is a buzzword on most university campuses. However, recent research indicates that the leadership learning assumed to be taking place may not have happened at the depth currently believed. One explanation is that, as management education and development scholars, we are not clear on what leadership skills these student leaders require. This manuscript identifies the critical managerial leadership behaviors these student leaders need to successfully move their student organizations forward. It is based on empirical data from student members of the very organizations the student leader is trying to influence.

I aim to understand how informal relationships at work provide a supportive context for individuals and contribute to their engagement in an environment of disruptive change when they are likely to be stressed.

The research was conducted in three UK public service organizations during pre-Brexit disruption. An app was used to capture 400+ transient emotions, reactions, and diary entries of employees about their interactions with co-workers, colleagues, and close colleagues. This was followed by 25 interviews to reflect more deeply on those relationships documented in the app.

Interactions with co-workers, colleagues, and close colleagues are shown to contribute in different ways to emotions felt and different aspects of engagement. Closer relationships, less transactional and more emotional in nature, contribute to feelings of trust, significance, and mutual reliance. A typology of four close colleague relationship types also emerged variously driven by the depth of the relationship and sense of shared mutuality.

This research documents employees' lived experience during disruption to show that relationships provide support for the meaningfulness, psychological safety, and availability aspects of personal engagement. It maps the process of developing supportive workplace relationships that form the relational context with four sub-contexts, distinguishing work, and personal engagement by their different foci. Practical and social implications are discussed.

New and radically different forms of temporary organisations often have to attract audiences in organisational fields that are dominated by temporary organisations that conform to ‘taken-for-granted’ organising template. The authors argue that adopters of new temporary organisations must contend with the tensions that arise when audiences compare the new temporary organisational form to the temporary organisations that conform to the institutionalised organising template. The authors therefore argue that as new temporary organisations are introduced into new contexts, organisers often use legitimacy claims based on novelty in the context where the new temporary organisation emerged to counter the threat of illegitimacy. However, because the strength of legitimacy claims based on novelty declines in contexts that are further removed, organisers will modify the template of a new temporary organisation in these contexts. The authors examine this using the case of the so called ‘unconferences’: an alternative conference form that emerged within the software development community at the start of the millennium in conjunction with the Web 2.0 movement. The authors’ data comprise 228 distinct unconferences between 2004 – when the unconference was first launched, and 2015. The authors examine the influence of sector distance of unconferences from the original sector where it was first held, on the extent to which the pure unconference format is retained. The authors show that as adopters of the new form move away from the original sector, they are more likely to modify the unconference template. The authors conclude by identifying promising areas of research in new forms of temporary organising.

This study seeks to examine how a sport league, a unique feature of professional sport, influences the business‐to‐business marketing of teams participating in the sport league.

This study uses a qualitative research design based on a single case study, the UCI ProTour in professional road cycling. The primary sources consist of 27 semi‐structured interviews complemented by written sources and controlled for construct validity, external validity and reliability.

From a theoretical point of view, a sport league is a marketing channel network (a specific type of an intentionally developed business network or IDBN). Theoretical analysis also reveals that the teams' business‐to‐business marketing is positively related to the network's value‐creating system. Empirically, it is argued that the introduction of a marketing channel network has a positive influence on the financial value of the teams' business‐to‐business market but does not result in a change in the business demographics of corporate sponsors.

The study has possible sport‐specific limitations.

Business‐to‐business marketers and sport league managers should pay attention to the characteristics of the sport league as these influence the teams' business‐to‐business market. This is especially valid for sports in which teams rely strongly on sport sponsoring and, to a lesser extend, on gate revenues, television rights and prize money.

For the first time, this study examines and provides data on the business‐to‐business environment of teams in professional road cycling. It contributes to the literature of international sport marketing and professional road cycling, a sport gaining momentum in various countries and which is understudied in comparison to other sports.