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This study aimed to examine how sport fans' nostalgia influenced their revisit intention to stadiums. Using data collected during the Covid-19 pandemic, the study further analyzed the moderation effect of sport fans' match attendance on the relationship between nostalgia and revisit intention.

The study used an online survey querying baseball and football fans in Japan (n = 863). These leagues completed their 2020 regular season with and without crowds due to the pandemic. Nostalgia was measured using three dimensions: sports team, environment and socialization. The model was tested using confirmatory factor analysis and structural equation modeling (SEM). Multigroup SEM also investigated the moderating effect of match attendance in 2020.

In the proposed model, nostalgia for sport teams significantly influenced sport fans' intention to revisit stadiums. Nostalgia for sport teams encouraged fans who attended live sport matches during the pandemic more than fans who did not attend the live matches. Nostalgia for sport environment and socialization did not significantly affect sport fans' intentional behavior. However, the results revealed that non-attending fans were stimulated to return to stadiums by nostalgia for the environment.

This study examined the individual impacts of the sport fans' nostalgia dimensions. These nostalgia dimensions were omitted in previous studies. Our findings and proposed model may be used by practitioners in sports teams and leagues to deal with fans' perceived loss of the sport during the Covid-19 pandemic.

This study aimed to explore Tokyo 2020’s non-host cities leveraging the Paralympic Games for accessible tourism development. Following their successful bid, the Japanese government launched a national initiative to promote an inclusive society, extending beyond Tokyo to include other regions and achieving the social model of disability. In particular, this study examined why and how non-host cities leveraged para-sport events for accessible tourism development.

We conducted multiple case studies focusing on three non-host cities that engaged in the national initiative from Tokyo 2020. Data was collected through semi-structured interviews with city employees from the authorities in October 2019 and the municipal council meeting minutes mentioning the initiative.

Thematic analysis identified contexts, strategic objectives, resources and means comprising the leveraging processes, differing from the previously suggested leveraging process. Notably, non-host cities embarked on leveraging when they realized alignment between their existing policies and the national initiative. Contrary to assumptions, our findings suggest that sport event leveraging does not always require pre-existing resources. This study also revealed the transfer of various resources (e.g. human, financial, social, image of the event) during the process. Additionally, non-host cities prioritize physical accessibility and a barrier-free mindset for accessible tourism development, diverging from typical sport event impacts on local tourism.

This research provides insights and lessons from Tokyo 2020, guiding future para-sport events. Focusing on the pre-event phase, our data not only enhances research quality by minimizing interviewee recall bias but also contributes to a deeper understanding of ongoing leveraging efforts.

The innovation process demands an interaction between environment agents, knowledge generators and policies of incentive for innovation and not only development by companies. Universities have gradually become the core of the knowledge production system and, therefore, their role regarding innovation has become more important and diversified. This study is aimed at identifying the mechanisms of university–industry (U–I) collaboration, as well as the operationalization steps of the U–I collaboration process.

This study is aimed at identifying, based on a systematic literature review, the mechanisms of university–industry (U–I) collaboration, as well as the operationalization steps of the U–I collaboration process.

The analysis of the 72 selected articles enabled identifying 15 mechanisms of U–I collaboration, proposing a new classification for such mechanisms and developing a framework presenting the operationalization steps of the interaction process.

In this paper, the authors screened nearly 1,500 papers and analyzed in detail 86 papers addressing U–I collaboration, mechanisms of U–I collaboration and operationalization steps of the U–I collaboration process. This paper provides a new classification for such mechanisms and developing a framework presenting the operationalization steps of the interaction process. This research contributes to both theory and practice by highlighting managerial aspects and stimulating academic research on such timely topic.