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The purpose of this paper is to find out which research topics and methods in information science (IS) articles are used in other disciplines as indicated by citations.

The study analyzes citations to articles in IS published in 31 scholarly IS journals in 2015. The study employs content analysis of articles published in 2015 receiving citations from publication venues representing IS and other disciplines in the citation window 2015–2021. The unit of analysis is the article-citing discipline pair. The data set consists of 1178 IS articles cited altogether 25 K times through 5 K publication venues. Each citation is seen as a contribution to the citing document’s discipline by the cited article, which represents some IS subareas and methodologies, and the author team's disciplinary composition, which is inferred from the authors’ affiliations.

The results show that the citation profiles of disciplines vary depending on research topics, methods and author disciplines. Disciplines external to IS are typically cited in IS articles authored by scholars with the same background. Thus, the export of ideas from IS to other disciplines is evidently smaller than the earlier findings claim. IS should not be credited for contributions by other disciplines published in IS literature.

This study is the first to analyze which research topics and methods in the articles of IS are of use in other disciplines as indicated by citations.

Events that are designed around the needs of children are particularly challenging to plan and thus choosing the right venue to stage such an event is a substantial task. Venue considerations for such events includes location, access and nearby amenities, capacity and flow, facilities, catering, decor as well as safeguarding. Given that event managers can now choose from purpose-built event spaces, hotels, academic, sporting and unique venues, the decision is even more complex. This chapter provides a comprehensive assessment of key venue considerations for event managers when planning child-centric events and outlines the typical characteristics of a range of venues, as relevant to organising events for family audiences.

Most college athletics department have not sold corporate naming rights to their athletics facilities. Popp et al. (2016) suggests two primary reasons: (1) difficulty in determining proper valuation and (2) fear of stakeholder backlash. The purpose of the current study is to address both concerns by utilizing a hedonic pricing model predicting collegiate naming rights values and utilizing fixed-effects models to determine if consumer behavior (event attendance and donations) is impacted by a corporate name change.

Data from 110 naming rights agreements among NCAA Division I programs were examined, alongside market-related variables, institution-related variables and venue-related variables. Utilizing hierarchical model building to reduce independent variables and OLS regression modeling, significant relationships with annual value of naming rights agreements were uncovered. Fixed effects models were utilized to determine if naming rights impacted attendance and donations.

A final model explained more than 53% of the variance in average annual value of naming rights agreements, with three significant factors: (1) attendance, (2) all-time winning percentage and (3) venue construction cost. Fixed-effects models revealed no significant differences in attendance or donations after a naming rights deal was signed.

Corporate naming rights agreements for college athletics facilities are a recent phenomenon. While a similar study examining drivers of collegiate sport naming rights was previously conducted, the current study revealed a shifting marketplace. In addition, no prior study has examined the impact of a corporate naming rights agreement on future attendance and donations.

This paper aims to uncover how social media is used, managed, and perceived by sports and entertainment venue (SEV) managers. While there is considerable evidence that social media has been used effectively by Fortune 500 companies, it is not known how social media is administered and perceived among managers of arenas, stadiums, performing art centers, and convention centers.

This paper used survey methodology to capture the perceptions of 383 venue management professionals, all members of the International Association of Venue Managers (IAVM).

Most venue managers feel their social media efforts are proficient or at the expert level and most have a defined social media strategy. Others feel much less confident about their social media efforts and have no defined social media strategy. At a statistically significant level, those with a defined social media strategy report increased revenue, while those without a defined social media strategy do not. Venue managers forecast a significant increase in non‐traditional marketing strategies while using traditional marketing efforts over the next three years far less.

While the 383 responders are IAVM active members who are in venue management, they reasonably represent SEV managers in general and these survey results can be generalized to SEV managers with an overall conservative margin of error of ±5.0 percent at the 95 percent confidence level. The survey was conducted online by e‐mail invitation. While using the online media to deliver a survey related to the proliferation of various online activities was, at one time, questionable and, potentially, a source of responder bias, the current level of saturation of e‐mail use by and comfort with online activity of professionals mitigates these likely sources of responder bias and is not a source of additional concern with this study.

The paper concludes with a discussion of the results and a recommendation that venue managers define a social media strategy that includes hiring or reassigning staff to support this important area of social media marketing.

This paper is unique in that examines social media use in the unique context of SEVs.

The purpose of this paper is to evaluate how markets in financial instruments directive (MiFID) and regulation national market system (Reg NMS) affect the competition for order flow among trading venues in, respectively, Europe and the USA.

The paper examines the differences between MiFID and Reg NMS and provides, based on market microstructure principles, insights as to their likely impact on European and the US securities markets.

Although MiFID and Reg NMS share the common objective of enhancing competition in securities markets, they adopt different provisions with respect to three issues that strongly influence the competition for order flow among trading venues. Specifically, some of the provisions set forth by the US regulation with respect to the best execution duty, the consolidation of market data and the disclosure of execution quality information appear to be more effective, compared to the European Union ones, in strengthening competition for order flow among trading venues.

Regulatory factors can only partly explain the current structure of the European and US securities markets. Technology and heterogeneity in traders' demand are other important factors that concur in shaping the European and US markets.

The degree of competition for order flow among trading venues depends on how regulations define the best execution duty, the availability of updated and consolidated pre‐trade (i.e. quotations) and post‐trade (i.e. transactions) information and the efficiency of post‐trading infrastructures.

The paper addresses issues not yet investigated and provides valuable insights for financial intermediaries, incumbent and prospective exchanges as to the competition in the securities industry, and to regulators as to the likely impact of the new regulations.

The purpose of this paper is to explore events venues management's attitudes and practices toward new product development and innovation within the event industry.

The approach is a multiple case study of different types of events venues in Scotland. A sample of seven events venues was selected.

The paper shows that most managers consider “market penetration” and “market development” as the most important growth strategies and directions for their venues. The level of risk becomes a major factor influencing the decision making process in NPD and maybe unsurprisingly, finance acts as the key driver. Also, differences amongst the venues are apparent in whether NPD is driven “top down” or “bottom up”.

While the findings may be applicable to events venues located in other parts of the world, further research would be required to confirm this.

The paper will be useful to events venues, or those advising such clients who are considering NPD for their businesses.

Results are discussed in the context of theoretical and empirical work on innovation, and product development.

Identifies major issues of the contingency planning process covered by the Sydney Organizing Committee of Olympic Games (SOCOG) with regard to the various venues. For the evaluation of the findings the Australian Business Excellence Framework has been used. The methodology includes a literature review and five in‐depth interviews with individuals who played an active role in the planning process. The results indicate that as far as the overall planning process is concerned, there has been: a lack of communication between the three levels of hierarchy within SOCOG 2000 (senior management, contingency planning project team and venue teams); a limited involvement of the venue management in the process in all levels; a poor follow up regarding the evaluation and the documentation of the contingency plans made; and a considerable inadequacy in terms of “real life” exercises that would enable the venue teams’ personnel to practice what has been planned.

The purpose of this paper is to review the role of new product development (NPD) in event venue operations by drawing on existing literature. The paper acknowledges product innovation as an under‐researched field in event venues and explores this within the context of seven diverse operations.

Using a case study analysis methodology the research reveals a number of key findings.

It is revealed that NPD is a fundamental process within event venues but takes a number of different forms, depending on the profit or non‐profit orientation of the organisation. Within this, the findings discuss the different aims, reasons and barriers of NPD.

The paper concludes with the key issues to NPD that managers in event venues should be aware of and proposes a number of limitations and areas for future research.

The case of the Mercedes-Benz Arena in Shanghai, China raises an important issue with respect to transnational venue management corporations embedding and operating in foreign markets. The purpose of this paper is to examine how Anschutz Entertainment Group (AEG) has implemented social embeddedness strategy to influence the management structure and enhance operational performance of the Mercedes-Benz Arena.

A case study approach was chosen to examine the social embeddedness of AEG through the Mercedes-Benz Arena in Shanghai. An in-depth interview was conducted with John Cappo, the President and CEO of AEG China, in April 2016. In addition, the relative news and interviews of leaders from AEG and AEG China over the past ten years was also collected. Qualitative content analysis of the data was conducted through a coding approach. All the materials were coded into three main categories based on three aspects of social embeddedness: local stakeholder relations, reputation and trust-building, cultural and institutional adaptation.

AEG has demonstrated how a transnational venue management corporation can successfully integrate social embeddedness strategy with the management structure and operational procedures of the Mercedes-Benz Arena in three ways. First is through the relationship between AEG and its partners in the joint venture, OPG in terms of the enforcement of the contract, the clear division of responsibilities, and the mutual understanding and use of relationship building. Second is the relationship between AEG and the local government in Shanghai. Third was adapting the structures of AEG to fit within local culture and institutional contexts.

The unique multi-stakeholder relationship inherent to venue management in China raises important questions with respect to transnational venue management corporations operating in foreign markets. The adaptation to the local context, as a moderating factor to the institutional exposure of a venue management company involves more challenging obstacles for non-local firms, compared to firms which are familiar with their institutional context. Understanding the key solutions in building relationships and trust with partners in joint venture and local government, as well as the key methods to adopt in local contexts, have applications across any number of sport industries.