http://journals.iupui.edu/index.php/sij/issue/feed Sports Innovation Journal 2020-06-29T14:02:29-04:00 David Pierce dpierce3@iupui.edu Open Journal Systems <p><span style="color: #000000; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; font-size: 14px; font-style: normal; font-variant-ligatures: normal; font-variant-caps: normal; font-weight: 400; letter-spacing: normal; orphans: 2; text-align: left; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px; -webkit-text-stroke-width: 0px; background-color: #ffffff; text-decoration-style: initial; text-decoration-color: initial; display: inline !important; float: none;">The&nbsp;</span><em style="box-sizing: border-box; color: #000000; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; font-size: 14px; font-variant-ligatures: normal; font-variant-caps: normal; font-weight: 400; letter-spacing: normal; orphans: 2; text-align: left; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px; -webkit-text-stroke-width: 0px; background-color: #ffffff; text-decoration-style: initial; text-decoration-color: initial;">Sports Innovation Journal</em><span style="color: #000000; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; font-size: 14px; font-style: normal; font-variant-ligatures: normal; font-variant-caps: normal; font-weight: 400; letter-spacing: normal; orphans: 2; text-align: left; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px; -webkit-text-stroke-width: 0px; background-color: #ffffff; text-decoration-style: initial; text-decoration-color: initial; display: inline !important; float: none;">&nbsp;is dedicated to exchanging the latest academic research and practical findings on all aspects of sport innovation. Sport is an increasing area of interest to innovation researchers’ due to the growth of the sports industry and its impact on other sectors of the economy. Sport is viewed as a multidisciplinary field that includes various sub-disciplines such as sport science, engineering, business, management, technology, tourism, informatics, computer science, art and design, sport for development, sociology, psychology, and philanthropy, among others.</span></p> http://journals.iupui.edu/index.php/sij/article/view/23385 Innovating Youth Tournament Schedules to Minimize School Absenteeism 2020-05-28T13:15:22-04:00 Chris Chard cchard@brocku.ca Daniel Wigfield daniel.wigfield@uwaterloo.ca Luke Potwarka lrpotwarka@uwaterloo.ca <p>Participation in sport has been lauded for the myriad benefits provided to youth who engage. Similarly, attendance in school has been identified as a salient contributor to academic success. Thus, the purpose of the present study was to explore the extent to which participation in youth representative (“rep”) hockey in Ontario contributes to <em>avoidable</em> absences from traditional school contexts. Specifically, empirical data from 104 youth rep hockey tournaments, ranging from AE-AAA competitive levels, and the Tyke (7-year-olds) to Midget (17-year-olds) age ranks, were utilized to meet the study’s first purpose. The second purpose was to present an alternative and innovative way youth sport tournaments could be scheduled to minimize school absenteeism. The results of the current investigation show there is merit to the proposed shift in tournament scheduling. Specifically, more than 42,000 avoidable school absences, from the 104 tournaments sampled, could be mitigated with a simple adjustment to tournament schedules.</p> 2020-03-05T00:00:00-05:00 Copyright (c) 2020 Chris Chard, Daniel Wigfield, Luke Potwarka http://journals.iupui.edu/index.php/sij/article/view/23830 #ODU2ODU: Testing the Benefits of a Partnership Between Sport Management Classrooms 2020-06-08T12:50:32-04:00 Brendan O'Hallarn bohallar@odu.edu James Strode strode@ohio.edu <p>As sport management pedagogy has evolved, an effort has been made to incorporate popular and innovative social media technologies into classroom instruction. Academic research has suggested how the technology can be utilized to provide real-world skills for students and develop proficiencies in an area where many sport management graduates find employment. Notable among the recommendations about social media use by sport management scholars is a lack of research testing the efficacy of these tools in improving curricula. The current study relied on the recommendations of Sanderson and Browning (2015) to use the social media site Twitter to create online partnerships, testing the perceived benefits of such an arrangement through end-of-semester surveys with student participants. While the survey data show a true partnership may be difficult to realize—particularly during a single semester—the benefits of such an assignment were clearly articulated.</p> 2020-04-29T00:00:00-04:00 Copyright (c) 2020 Brendan O'Hallarn, James Patrick Strode, http://journals.iupui.edu/index.php/sij/article/view/23755 Student-Athlete Development and Winning Success 2020-06-08T12:50:12-04:00 Sarah Stokowski stoko@uark.edu Amanda Paule-Koba apaule@bgsu.edu Andrew Rudd arudd@nec.edu Alex Auerbach alexda@email.arizona.edu <p>The success of an athletic program is often defined by wins and losses. According to the sporting success framework (De Bosscher et al., 2006) as well as the athlete development literacy (ADL) model (Livengood et al., 2015), athlete development contributes to athletic achievement. The purpose of this study is to investigate the relationship between athlete development personnel resources and winning success at NCAA Division I institutions. A total of 150 universities were included in this study. Utilizing the ADL model (Livengood et al. 2015) of personal and player development literacies, athletic department personnel selected for this study included: academic advisors, athletic trainers, doctors, learning specialists, nutritionists, mental health professionals, physical therapists, sport psychologists, as well as strength and conditioning coaches. Winning success was measured using the final 2017-18 Learfield IMG Directors’ Cup standings (Directors’ Cup, 2019). The results suggest that athletic trainers, learning specialists, and sport psychologists significantly contribute to winning success. As such, athletic departments should appropriately invest in athlete development specialists.</p> 2020-05-08T00:00:00-04:00 Copyright (c) 2020 Sarah Stokowski, Amanda Paule-Koba, Andrew Rudd, Alex Auerbach http://journals.iupui.edu/index.php/sij/article/view/23898 Going All in on AI 2020-06-08T12:49:51-04:00 Michael L. Naraine mnaraine@brocku.ca Liz Wanless wanless@ohio.edu <p>The sport industry has become increasingly more complex with the expanse of digital technology such as fiber optic internet access, 5G wireless communication, and blockchain, just to name a few. These advancements have shifted the amount and variety of data produced and available for analysis by sport organizations. Yet, sport organization front offices remain well behind other industry segments (e.g., retail, communications) in regard to handling, processing, and analyzing the volume and variety of data to advance business objectives. In this brief, we introduce the notion of artificial intelligence (AI) to sport management. While AI, as a concept, has been discussed for more than 50 years, this article provides a definition and overview of its historical trajectory for sport managers. Concurrently, the article also identifies the value proposition for AI capability, notably the natural language processing across four customer-centered domains: 1) listening to the public narrative, 2) automating the sales process, 3) computerized consumer content, and 4) self-operating service. Integration challenges are also addressed for sport organizations as they seek to increase their digital competence, achieve competitive advantage through technical innovations, and ultimately become more efficient in a data-driven world.</p> 2020-05-20T00:00:00-04:00 Copyright (c) 2020 Michael L. Naraine, Liz Wanless http://journals.iupui.edu/index.php/sij/article/view/24144 COVID-19: Return to Youth Sports 2020-06-08T12:49:30-04:00 David Pierce dpierce3@iupui.edu Jessi Stas jstas@westfield.in.gov Kevin Feller kevfelle@iupui.edu William Knox wknox@westfield.in.gov <p>COVID-19 has impacted all areas of life, and youth sports is no exception. States and counties are publishing their own unique guidelines for permitting youth sports to return over designated phases, creating a patchwork of guidelines and dates for returning to practice and games. Governing bodies, sports facilities, and event operators are creating modifications and adaptations for participants and spectators to ensure a safe environment. The Sports Innovation Institute at IUPUI, a partnership between Indiana and Purdue universities in Indianapolis, and Grand Park Sports Campus (Westfield, Ind.) collaborated to better understand how COVID-related adaptations are perceived by parents, athletes, coaches, officials, and administrators. The results provide youth sports facilities and event operators with data on how specific adaptions are received by these stakeholders who are looking to return to youth sports in a timely, but safe manner.</p> <p>Twelve adaptations were identified from a review of documents prepared by states, governing bodies, trade associations, media reports, and feedback from industry and academic experts. The survey questions were designed using the Kano Model (pronounced “kah-no”), which was selected due to its ability to determine how people feel about proposed adaptions during the COVID-19 pandemic. Each adaption comprised three questions that assessed the respondents’ feelings toward the adaptation (functional question), their feelings if the adaptation did not exist (dysfunctional), and their assessment of how important it is for the adaptation to occur (importance). The Kano Model is interpreted based upon these three scores, and each adaptation can be placed into one of five categories on a scatterplot.</p> <p>The survey was distributed to 40 organizations that circulated the survey to their members. The survey reached a national audience that represents the landscape of youth sports. A total of 10,359 people from 45 states completed the entire survey, representing at least 13 different sports. Nearly 92% of respondents were parents, but with the option to select multiple roles, coaches (25%), administrators (10%), athletes (9%), and officials (3%) were also represented.&nbsp;</p> <p>Results indicated that venues and events should invest heavily and visibly in sanitization of the facility, playing areas, and equipment before, during, and after events. Venue operators and event managers can feel confident the recommendations provided by the Centers for Disease Control and Prevention (CDC) and National Federation of State High School Associations (NFHS) to sanitize playing areas and equipment after each use will be well-received and welcomed by users. Promotion and monitoring of social-distancing guidelines, limiting personal contact between players, limiting admission to those under age 65 with no CDC-indicated pre-existing conditions, and completing a health and contact-information questionnaire prior to entering are seen by users as must-be adaptations in order for players and spectators to feel comfortable returning to youth sports during the COVID-19 pandemic. This means their presence does not bring satisfaction, but their lack of presence brings significant dissatisfaction. Respondents felt indifferent toward changing arrival and departure routines, closing amenities, and minimizing the capacity and rearranging bench areas for athletes. The presence or absence of these adaptations do not make a real difference in users’ experiences. User sentiment regarding facemasks was mixed, with strong feelings about the use and non-use of facemasks. Finally, limiting entry to athletes and game personnel but excluding spectators was not well-received by survey respondents, especially parents. Youth sports venues and events should tread lightly when considering not allowing spectators into venues, and expect negative backlash from parents should such policies be adopted.</p> <p>Parents of recreational athletes viewed the adaptations in a more positive light and as a more necessary part of the youth sports experience than parents of travel athletes. A similar trend was found when comparing parents who are less willing to travel during the pandemic than those who do not expect their travel to be impacted. Travel sports parents demonstrated an increasing comfort level in traveling for competitions over the summer months, from 42% in May to 76% in August. The economic turmoil wrought by COVID-19 has touched nearly every component of American life. However, 59% of travel sports parents reported that the pandemic will not negatively impact their sports travel budget. Only 23% will experience a budget decrease greater than 25% related to youth sports travel.</p> 2020-06-02T00:00:00-04:00 Copyright (c) 2020 David Pierce, Jessi Stas, Kevin Feller, William Knox http://journals.iupui.edu/index.php/sij/article/view/23717 Applying Activity-Based Costing to Intercollegiate Athletics 2020-06-29T14:02:29-04:00 Heather J. Lawrence lawrench@ohio.edu Liz Wanless wanless@ohio.edu E. Ann Gabriel gabriele@ohio.edu <p>Current accounting methods in intercollegiate athletics make it difficult for leaders to assess and understand the true cost of each sport team operations. Institutional and athletics leaders often make decisions concerning sport sponsorship/offerings, budget allocations, overall program operations, and review Title IX compliance based on information that may not truly capture the cost of each sport. Additionally, intercollegiate athletics reform groups and the federal government are calling for athletic departments to report more consistent, accurate, and transparent financial data. The purpose of this paper is to respond to the call for accounting reform in intercollegiate athletics via an innovative application of activity-based costing (ABC) to one NCAA Football Bowl Subdivision (FBS) athletics department. ABC was applied to the athletic department budget report with results showing how previously established ABC cost drivers for intercollegiate athletics (Lawrence, Gabriel, &amp; Tuttle, 2010) and reallocation of expenses back to specific sports allow for a greater understanding of the cost of each sport.</p> 2020-06-29T00:00:00-04:00 Copyright (c) 2020 Heather J. Lawrence, Liz Wanless, E. Ann Gabriel