Value Co-Creation in Sport Management

The special issue 2014/1 of European Sport Management Quarterly now also available as a book:

Woratschek, H., Horbel, C., & Popp, B. (Eds.). (2015). Value Co-creation in Sport Management. Abingdon, Oxon, UK: Routledge.

This book offers new insights into value co-creation in the context of sport management. Based on recent developments inacademis (e.g. service-dominant logic and empirical evidence, it highlights the significance of customers and other firms and organisations (service networks) for the creation of high quality products and services. Five articles shed more light on various aspects of value co-creation including a sport value framework, customer-to-customer value co-creation platforms, fan consumption communities, value co-destruction, and coopetition strategies.

They also broaden our understanding of the processes that lead to joint value creation by different parties. In addition, the authors present insights that can be helpful in practice, and describe guidelines and strategies that are in line with the concept of value co-creation. In so doing, this book helps to develop better theories, and to provide guidance for sport managers for the design of value creation as a collaborative relational and dynamic process between multiple actors.

ESQM 2014/1 Special issue "Value co-creation in Sport Management"

The European Sport Management Quarterly 2014/1 special issue on „value co-creation in sport management“ is available  on the journal website at Taylor and Francis and the printed versions are on their way to the subscribers. So we, the guest editors of the special issue, would like to take the chance to say thank you for taking part in the debate on value co-creation in sport management during the workshops at the EASM conferences 2012 and 2013 and for contributing to this publication by handing in high-quality manuscripts about that topic. The five articles that passed the reviewing process shed significantly more light on various aspects of value co-creation in the context of sport management:
 

• Introduction: Value co-creation in sport management
  Herbert Woratschek, Chris Horbel & Bastian Popp
  pages 1-5, DOI: 10.1080/16184742.2013.866302
• The sport value framework – a new fundamental logic for analyses in sport management
  Herbert Woratschek, Chris Horbel & Bastian Popp
  pages 6-24, DOI: 10.1080/16184742.2013.865776
• Exploring customer-to-customer value co-creation platforms and practices in team sport
  Sebastian Uhrich
  pages 25-49, DOI: 10.1080/16184742.2013.865248
• Creating value through membership and participation in sport fan consumption communities
  David P. Hedlund
  pages 50-71, DOI: 10.1080/16184742.2013.865775
• Co-destruction of value by spectators: the case of silent protests
  Maximilian Stieler, Friederike Weismann & Claas Christian Germelmann
  pages 72-86, DOI: 10.1080/16184742.2013.865249
• Considering coopetition strategies in sport tourism networks: a look at the nonprofit nautical sports clubs on the northern coast of France
  Nicolas Lorgnier & Che-Jen Su
  pages 87-109, DOI: 10.1080/16184742.2013.876436

We are convinced that the articles in the special issue will spark the debate over value co-creation in the context of sport management, to develop better theories, and to provide guidelines for sport managers for the design of value creation as a collaborative relational and dynamic process between multiple actors.

Herbert Woratschek, Chris Horbel and Bastian Popp

Call for Papers special issue of ESQM 2014/1 "Value co-creation in Sport Management"

The topic of the ESMQ 2014 Special Issue is "Value Co-Creation in Sport Management".  Guest editors of the Special Issue are Herbert Woratschek, Chris Horbel, and Bastian Popp (University of Bayreuth, Germany). The Call for Papers below is also available for download.

Call for Papers
Traditionally, the role of management of profit and non-profit organisations in the field of sport has been focussed on the effective use of the firm’s resources in order to create products and services which provide high value to customers. For example, concepts like the service-profit chain that are widely used in Marketing and Sport Management suggest, that highly efficient internal service operations allow firms to provide high service quality to their customers. This is why these concepts are based on the assumption that sport managers are able to solely and independently control service production and delivery processes, and therefore, the outcome for their customers.

However, academia and practice are increasingly recognising the significance of customers and other firms (service networks) for the creation of high quality products and services. In recent years, a lot of attention has been given to the concept of value co-creation which implies that value is not produced and sold by a firm but created in a collaborative process between parties (Vargo & Lusch 2004). Therefore, the firm and each other party involved in value co-creation processes can only offer a value proposition and value is collaboratively created by various actors. For example, a sport event cannot solely be produced by an event organizer. A memorable event experience can only be created through the contributions of various parties: teams and/or athletes perform the sport, the event organizer contributes the facility, police and security service personnel ensure safety during the event and even the fans and spectators themselves are involved in the creation of value by contributing to the specific atmosphere in the stadium.

This “new” perspective for the consideration of value creation has important implications for sport management. Managers must be aware of the fact that value creation is no longer confined to the firm, but takes place in a collaborative process among the firm, the customer and other parties. As a consequence, management has only a limited influence on some factors that contribute to the creation of value for their customers. Under this conceptualization the role of management changes to the provider of a platform which allows people to interact and co-create value with sport organisations. This perspective is in contrast to sport economic literature and partly to traditional sport management literature, where sport events are interpreted as sport products.

It is paramount that scholars and practitioners recognize the potential of this changed perspective for organizations in the field of sport management. Therefore, it is necessary to shed more light on the concept of value co-creation in the context of sport management and to broaden our understanding of the processes which lead to joint value creation by different parties. In addition, more insightful practical implications and directions need to be developed and strategies should be implemented that comply with value co-creation.

The aim of this ESMQ Special Issue is to spark the debate over value co-creation in the context of sport management, to develop better theories, and to provide guidelines for sport managers for the design of value creation as a collaborative relational and dynamic process between multiple actors.

Welcome are submissions which address topics that cover any of the following subjects, but are not (necessarily) limited to:

• Conceptualization of Value Co-Creation in Sport Management
• Relationships and Relationship Marketing
• Resource Integration in Sport Management
• Cultures of Consumption and Brand Communities in Sport Management
• Co-Branding in Sport Management
• Fan Behaviour
• Cooperation and Competition in Sport Management
• Alliances and Networks in Sport Management
• Service Dominant Logic and Sport Management

Journal and Submission Guidelines
The European Sport Management Quarterly (ESMQ) is the official journal of the European Association for Sport Management. It publishes articles that contribute to our understanding of how sport organizations are structured, managed and operated. Founded by the European Association for Sport Management, the Journal sets out to enhance our understanding of the role of sport management and sport bodies in social life and the way social, political and economic forces and practices affect these organizations. The European Sport Management Quarterly has been accepted into Thomson’s Social Sciences Citation Index (SSCI) and received an Impact Factor of 0.875 (for 2011) in 2012. It has been constantly ranked among the leading journals in the field of sport management, e.g. Australian Business Deans Council journal rating “B”, Shilbury & Rentschler (2007) “B”, Woratschek, Schafmeister, & Schymetzki (2009) “B”.

Manuscripts must conform to ESMQ guidelines. Articles must be submitted in English and follow the guidelines of the Publication Manual of the American Psychological Association (6th edition). The abstract should not exceed 150 words and the paper should not exceed either 8.000 words or 30 pages in length (including references).

Special Issue Timelines
April 15th 2013 - the strict deadline for submissions of manuscripts to the ESMQ ScholarOne Manuscripts site: http://mc.manuscriptcentral.com/resm.
June 15th 2013 - return reviewers’ comments to authors
September 5th 2013 - deadline for authors’ response to reviewers and to submit revised manuscript, and if necessary followed by a second round of review and final editing
November 1st 2013 - editors’ submission of accepted manuscripts to the publisher
February 2014 - publication of special issue as European Sport Management Quarterly (14,1)

Download Call for Papers
Please click here to download the Call for Papers as pdf.

Workshop on "Value Co-Creation in Sport Management" at the EASM Conference 2012 in Aalborg, Denmark

The theme of the special issue of the European Sport Management Quarterly (ESMQ) in 2014 on “Value Co-Creation in Sport Management” was focus of a workshop at the 20th EASM Conference in Aalborg (Denmark). During two days of this EASM conference there were interesting presentations on presentations with a focus on value co-creation and we had inspiring discussions on that topic. Subsequently, we like to give you some impressions of this successful workshop and provide you with the abstracts of the papers from the abstract book.

Contact details and related websites

If you have questions on the ESMQ Special Issue please contact the guest editors and send an email to esmq@uni-bayreuth.de.

We also encourage you to keep informed about the topic and join the debate in our facebook community and follow us on twitter.