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Active supporters and the organisations they form are crucial stakeholders for football clubs. Previous literature has noted the increasing interest and positive outcomes associated with corporate social responsibility initiatives within sport organisations, which fans perceive and include employee wellbeing. Whilst scholars have explored various stakeholders’ perceptions of athlete wellbeing, an opportunity exists to understand how active supporters perceive athlete wellbeing programmes. Thus, the purpose of the current research was to explore the perceptions of A-League Men’s active supporters regarding an athlete wellbeing programme.

Informed by stakeholder theory, active supporters of the A-League provided their perceptions of the Player Development Programme (PDP) – the athlete wellbeing programme associated with professional football in Australia. Data were collected through open-ended questions within an online survey and analysed through inductive thematic analysis.

Three themes were generated that answer the research question: impactful and beneficial; worthy of more attention and promotion and limited understanding. These themes underscore the positive impact of the wellbeing programme on both the club and its athletes whilst highlighting the necessity for increased programme visibility within the club and the broader community.

The current study’s findings contribute to the sport management literature by exploring active supporters’ perceptions of an athlete wellbeing programme in football. Since athlete wellbeing is essential for active supporters, including wellbeing initiatives within the club’s corporate social responsibility initiatives could produce positive marketing and sponsorship outcomes for clubs.

This study analyzes whether a doping scandal occurring during a global major sport event has an impact on on-site spectator satisfaction.

The investigation was conducted among 896 on-site event spectators attending a minimum of one event at the Nordic Ski World Championships 2019. Furthermore, five members of the organizing committee were retrospectively interviewed about how they judged the doping scandals’ impact on the perception of the event and its organization.

Results revealed that the scandal did not affect the spectators’ satisfaction and perception of the event. Nevertheless, the doping scandal was mentioned as a lowlight after becoming public.

Even though the doping scandal did not affect spectator satisfaction, such undesirable situations should be avoided as best as possible and form part of the event organizer’s comprehensive risk management and communication strategy.

It can be concluded that spectator satisfaction remained quite stable while any negative impacts, if not directly affecting the spectator, seemed to be considered as somehow “part of the event.”

This chapter dives deeper into how the circular economy is important for the tourism industry in the United Arab Emirates (UAE). In a region known for its remarkable growth and innovative endeavors, this chapter meticulously investigates how the principles of the circular economy hold the potential to not only shape the trajectory of sustainable development but also to become a catalyst for heightened economic growth and an embodiment of environmental stewardship within the UAE's dynamic tourism sector. It begins by explaining the multifaceted concept of the circular economy and its compelling relevance to the diverse realm of tourism. It also emphasizes the role of community involvement in making these principles work. The chapter showcases successful case studies in UAE's tourism sector, from eco-friendly hotels to innovative food services and community-based tourism. Finally, it ends with recommendations for stakeholders to work together for sustainable tourism development. As the chapter draws toward a conclusion, it ends with a collection of recommendations that underscore the essence of collaborative engagement among stakeholders – a driving force that is poised to propel the narrative of sustainable tourism development forward with unwavering resolve and unwavering impact.

This paper investigates the evolving landscape of architectural criticism in the digital era, leveraging the enduring interplay between architecture and media. It specifically examines the role of social media and public awards in improving user engagement with architectural discourse.

A mixed-method approach, incorporating both qualitative and quantitative analyses, is used to discuss three architecture awards. These are chosen for their different evaluation processes and their capacity to offer diverse opportunities for public interaction and engagement.

The study emphasises the potential of social media to democratise architectural criticism, while also addressing challenges such as the prominence of non-critical visual material and the presence of algorithmic biases. The findings underline the importance of providing adequate materials for public evaluation and integrating expert juries to support the assessment process. These elements are essential to fostering informed public participation, bridging the gap between professional expertise and popular engagement, and enabling meaningful architectural discourse on social media.

This paper fills a gap in the academic literature by connecting public architectural awards – a relatively unexplored aspect of architectural culture – with the potential of social media as a platform for architectural criticism.

This study aims to explore the transformative potential of digital twins (DTs) in the construction industry by addressing challenges and bridging the technology adoption gap. Focusing on construction offices, on-site environments and their interface, the research identifies key success factors for DT implementation. Emphasizing practical applications, the study foresees a substantial impact on project management, highlighting the pivotal role of DTs in reshaping the construction sector.

We reviewed 30 variables within the DT literature, classifying investigations into three main domains: on-site environments, office environments and site-office interface in construction projects. We employed a questionnaire to examine variables, with collected data analyzed using SmartPLS version 4 software. Confirmatory analysis and structural equation modeling rigorously assessed the model’s reliability, validity and predictive utility.

The study identifies 11 critical factors crucial for successfully implementing DTs in construction projects, emphasizing contributions from office-related (ORF), site-related (SRF) and office-site-related factors (OSRF). Notably, impactful contributions from ORF affirm its pivotal role. The research sheds light on specific aspects within construction offices, on-site environments and their interface, providing valuable insights for industry stakeholders, policymakers and researchers.

Despite discussions on DT’s potential, a research gap exists in addressing essential factors for its effective application in monitoring and optimizing construction projects throughout their lifecycle. This study fills this gap by identifying and categorizing these factors, enhancing the knowledge base for successful DT assimilation and emphasizing the need for practitioners to understand key factors crucial for its integration into construction processes.

The aim of this research is twofold: (1) to investigate when the effect of R&D investment on New Product Development (NPD) performance peaks – the sweet spot and (2) to analyze the influence of firms’ export activities on where that spot is. Drawing on the knowledge-based view (KBV), we argue that export intensity and export experience lead to differential effects on how R&D investments are converted into new products.

We test our conceptual framework using time lagged data and optimal-level analysis. The dataset consists of an unbalanced panel of 608,891 observations and 333,516 firms.

The results support the expected inverted U-shaped relationship between R&D investment and NPD performance. They also show moderating effects of export intensity and experience. Export intensity enhances innovation processes by enabling firms to stretch the points at which R&D investments eventually taper off. In contrast, export experience improves firms’ ability to convert R&D investments into NPD performance. Our results demonstrate that, all else equal, firms with relatively higher export experience can spend less on R&D and still achieve higher levels of NPD performance.

We contribute to the literature by investigating how export activities provide a valuable context for understanding the theoretical mechanisms that help explain the inverted U-shaped relationship between R&D investment and innovation. We show the effects of exporting activities on the precise points where the R&D investment–NPD performance relationship peaks, thereby identifying the optimal point within this nonlinear relationship.

The authors mobilise stewardship theory, which delves into trust and collaboration dynamics, advocating for long-term gains through actions beneficial to the broader community. Used as a fundamental framework to conceptualise the model, stewardship theory enhances the understanding of the effect of purchasing social responsibility (PSR) practices to foster innovativeness and performance through the supply chain (SC). This study aims to examine the relationship between PSR, SC innovativeness (SC-INNO) and SC operational performance (SCOP). In addition, the moderating effect of sustainability labels on these relationships will be studied.

Based on survey data from 177 organisations analysed through partial least square structural equation modelling, the results suggest that PSR has a positive and significant effect on SC-INNO and SCOP. In addition, SC-INNO plays a partial mediation role since the direct effect between PSR and SCOP is validated. Furthermore, the moderating effects of holding a sustainability label and industry type about PSR and SCOP are supported.

The results indicate a significant positive influence of PSR on both SC-INNO and operational performance. SC-INNO is found to partially mediate the PSR–SCOP relationship. Moreover, sustainability labels and industry type significantly moderate the effects of PSR on SCOP.

The findings extend stewardship theory into the sustainable purchasing and supply management field by providing empirical support for PSR as a reflection of stewardship behaviours by fostering innovation and performance throughout the SC.

This study aims to investigate how disclosures through different communication media were used by the Australian mining company Rio Tinto to manage its reputation after the Juukan Gorge Cave Blast.

Case study research was used with a focus on a single case, Rio Tinto and the Juukan Gorge incident. Data on sustainability disclosures were collected from Rio Tinto’s website, corporate reports and social media platforms (Facebook, X and LinkedIn) for the 2020 and 2021 periods. Gioia methodology was applied to analyse disclosure strategies and an extended Reputation Risk Management (RRM) framework was used as a conceptual lens.

The findings reveal a slow and inappropriate initial response from the company resulting in negative reputational consequences for the company’s senior executives. Although the company’s initial response was to avoid responsibility and mitigate offensiveness, it gradually accepted full responsibility and adopted reparation strategies such as corrective action, mortification and stakeholder engagement to rebuild its reputation. The temporal analysis suggests that Rio Tinto was “left behind” as a result of its initial response, limiting the effectiveness of its subsequent RRM strategies.

The findings of this study contribute to an improved understanding of communication strategies for managing a reputation crisis. The extended RRM framework developed in this study provides a comprehensive list of various disclosure strategies that can be used in future studies that analyse disclosure post an environmental or social incident.

The findings of the study provide insights into the effectiveness of different communication strategies when communicating to stakeholders with varied interests. This study highlights that the timing of the response is critical to restoring lost reputation and a slow response which emphasises financial stakeholders at the expense of the affected communities can be detrimental to RRM, no matter how well-intentioned subsequent strategies are.

This research focuses on a marginal stakeholder group, Indigenous people and communities. The findings offer insights to society into whether corporate strategies to manage a reputation crisis promote and support equity and inclusivity.

This study focuses on a community-based stakeholder, Indigenous groups, a context that has unique cultural intricacies and requires a transition beyond a corporate perspective on RRM.

This case study presents the results of a collaborative effort of Library Assessment, Libraries Development and Alumni Relations and their Alumni Donor Board to increase donor engagement by utilizing board member professional expertise and tacit knowledge in refining “Donor Community Meetings.”

This study employed focus groups to solicit input from Development and Alumni Relations personnel, members of the Alumni Donor Board, library personnel and donors. Researchers leveraged a values-driven participatory design methodology and employed a data analytic guided by appreciative inquiry.

Focus group discussions identified strengths of the Donor Community Meetings including the ability to connect with experts and learn new things in addition to areas for improvement including selling the event and sharpening the process. Based on the findings, recommendations were proposed to improve and sustain interest in four key areas: Communications and Planning, Meeting Structure, Content and Sustainability.

This study adds to the limited body of evidence supporting donor engagement collaborations between academic libraries, their development offices and alumni development boards illustrating the value of leveraging the expertise and tacit knowledge of Alumni Donor Board members.