Search results

1 – 7 of 7
Per page
102050
Citations:
Loading...
Access Restricted. View access options
Article
Publication date: 8 September 2023

Wenche Wang

Social media enables sport organizations to connect with customers in a dynamic, ubiquitous, and timely manner. Although these organizations routinely use social media, the best…

1441

Abstract

Purpose

Social media enables sport organizations to connect with customers in a dynamic, ubiquitous, and timely manner. Although these organizations routinely use social media, the best practices to improve customer engagement remain elusive. This paper aims to examine National Football League (NFL) teams’ Instagram posts to understand how sport teams can utilize social media to drive customer engagement.

Design/methodology/approach

Guided by uses and gratification theory, the author employs a machine learning algorithm to assess the content of NFL teams’ posts from the 2013–2014 season to the 2017–2018 season. The author performs regression analyses to investigate how post topic, together with confounding factors, boost customer engagement.

Findings

Results highlight the importance of informational content in eliciting engagement and reveal distinctions in topics deemed “social content” in the literature. The author further identifies variations in how post topics engage sport fans and general customers.

Originality/value

Results provide implications for sport organizations to craft social media content for customer engagement.

Details

International Journal of Sports Marketing and Sponsorship, vol. 24 no. 5
Type: Research Article
ISSN: 1464-6668

Keywords

Access Restricted. View access options
Article
Publication date: 2 December 2022

Wenche Wang

Among scholarly analyses of sport demand, few have considered the demand for match replays despite replays' indispensable role in sport broadcasts. Different from live matches…

308

Abstract

Purpose

Among scholarly analyses of sport demand, few have considered the demand for match replays despite replays' indispensable role in sport broadcasts. Different from live matches, viewers of match replays generally have access to match outcomes. Outcome uncertainty is thus less relevant in attracting viewers. This paper addresses this research gap by analyzing the demand for replays of competitive esports matches.

Design/methodology/approach

We collected match replay data for two competitive esports leagues, CrossFire Pro League and King Pro League, from two Chinese esports online platforms, Douyu.com and Huya.com. Drawing on two economic theories of superstar effects—a skilled-based theory and a popularity-based theory, we performed regression analyses and dominance analyses to examine the demand for esports match replays.

Findings

Our results indicated skill to be more important in the demand for tactical games while non-skill-popularity is more instrumental in attracting viewers to replays of leisurely games. The platform with knowledge-sharing features also exhibited a stronger skill impact for tactical games.

Originality/value

Findings contribute to the understanding of sport match replays and offer implications for esports organizers and broadcasters to market games effectively.

Details

International Journal of Sports Marketing and Sponsorship, vol. 24 no. 2
Type: Research Article
ISSN: 1464-6668

Keywords

Access Restricted. View access options
Article
Publication date: 2 July 2018

Kristina Nevstad, Sjur Børve, Anniken Th Karlsen and Wenche Aarseth

The purpose of this paper is to present new findings to organizations that acknowledge difficulties in implementing and succeeding with project partnering.

1510

Abstract

Purpose

The purpose of this paper is to present new findings to organizations that acknowledge difficulties in implementing and succeeding with project partnering.

Design/methodology/approach

The investigation is based on a case study where empirical evidence has been collected via semi-structured interviews of 54 professionals within the construction industry.

Findings

Based on the research the authors were able to identify three main dimensions vital for project partnering success: 1. who related to participant selection; 2. what related to task clarification; and 3. way related to partnering means. These dimensions give rise to what the authors have termed a 3W (Who, What, Way) model on how to succeed with project partnering in practice. The third dimension, way related to partnering means, was found to consist of the four subdimensions: 3a. partnering attitude; 3b. a collaborative culture; 3c. a holistic perspective; and 3d. an accurate handover.

Originality/value

The authors found 318 papers focusing on partnering, in these only 19 focused on how to succeed with project partnering. The authors have complemented the limited research on how to succeed with project partnering with 54 interviews of professionals. The majority of the existing research has focused on challenges. This paper contributes to the research gap by presenting a 3W model on how to succeed with project partnering.

Details

International Journal of Managing Projects in Business, vol. 11 no. 4
Type: Research Article
ISSN: 1753-8378

Keywords

Access Restricted. View access options
Article
Publication date: 10 May 2019

Haavard Haaskjold, Bjørn Andersen, Ola Lædre and Wenche Aarseth

Transaction costs in projects can be reduced through improved collaboration between contractors and clients. The purpose of this paper is to respond to the call for further…

1617

Abstract

Purpose

Transaction costs in projects can be reduced through improved collaboration between contractors and clients. The purpose of this paper is to respond to the call for further research on the framework suggested by Li et al. (2015) who presented 26 factors that determine project transaction costs. The objective is to empirically test the framework to identify factors that have the greatest influence on project collaboration so that practitioners can prioritize their efforts on the most salient factors that will improve collaboration and reduce transaction costs.

Design/methodology/approach

The paper employed interviews with 38 project practitioners from three different industries in Norway. The respondents had in average 20 years of professional experience.

Findings

The quality of communication, project uncertainty, owner’s organizational efficiency, change orders and trust were the five most frequently found factors that influence both project transaction costs and collaboration level. When the authors compared findings between different industries the authors found that the quality of communication was important for all industries. The owner’s organizational efficiency was also highly important in oil and gas and ICT projects. Trust was particularly important in oil and gas projects while frequency of claims was particularly important in construction projects.

Practical implications

This paper identifies the five most important factors for project practitioners to prioritize in order to reduce transaction costs through improved collaboration.

Originality/value

The paper contributes to the conceptual theory of transaction costs and collaboration as it empirically tests and extends the framework developed by Li et al. (2015).

Details

International Journal of Managing Projects in Business, vol. 13 no. 1
Type: Research Article
ISSN: 1753-8378

Keywords

Access Restricted. View access options
Article
Publication date: 19 April 2018

Rahul Dandage, Shankar S. Mantha and Santosh B. Rane

The purpose of this paper is to review the risk categories which are predominant in international projects and to rank them according to their effect on project success.

1492

Abstract

Purpose

The purpose of this paper is to review the risk categories which are predominant in international projects and to rank them according to their effect on project success.

Design/methodology/approach

A literature survey of peer-reviewed journal articles, survey reports and books on project management is used as the research methodology. One among the various multi-criteria decision making methods named as Technique for Order Preference by Similarity to the Ideal Solution (TOPSIS) has been used to rank the risk categories according to their importance. The data for TOPSIS were collected through questionnaire as the research instrument.

Findings

The findings derived from evaluation of the publications led to the identification of eight different types of risk categories associated with international projects. The TOPSIS method resulted into political risks, technical risks and design-related risks as the top three risk categories in international projects. Contractual and legal risks and fraudulent practices-related risks are relatively low-ranked risk category.

Research limitations/implications

The findings will be useful in successful implementation of international projects as the knowledge of risk categories and their ranking will help project manager to plan the risk response strategies. A larger sample size for decision makers and more variety of projects can give more exhaustive risk categories and their ranking.

Practical implications

This paper explores eight different risk categories in international projects. It represents the ranking of risk categories according to their importance in project success. This will be helpful to project managers for developing a general framework for planning the appropriate risk response strategies.

Social implications

Governments of many countries around the world are encouraging their industries to undertake and successfully complete projects in foreign countries. However, many industries experience failure in projects as they fail to implement the risk management (RM) effectively in international projects. This research work provides the risk categories in international projects and their ranking which can assist in developing strategies to respond the risk appropriately.

Originality/value

This paper uses the TOPSIS method for ranking major types of risk categories in international projects. It might represent new opportunities for rigorous and relevant research that would contribute to an in-depth knowledge of RM methodologies.

Details

International Journal of Managing Projects in Business, vol. 11 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

Access Restricted. View access options
Article
Publication date: 11 January 2021

Rahul Vishwanath Dandage, Santosh B. Rane and Shankar S. Mantha

Project risk management (PRM) and human resource management (HRM) are the two critical success factors (CSFs) for international project management. This paper aims to correlate…

1286

Abstract

Purpose

Project risk management (PRM) and human resource management (HRM) are the two critical success factors (CSFs) for international project management. This paper aims to correlate these two CSFs, identify the human resource (HR) barriers, develop a hybrid model for risk management and develop strategies to overcome the HR barriers to effective risk management in international projects.

Design/methodology/approach

In total, 20 key HR barriers have been identified through a literature survey and verified by project professionals. These HR barriers are ranked according to their ability to trigger other barriers by analysing their interactions using the decision-making trial and evaluation laboratory (DEMATEL) method. Based on Ulrich’s revised model for HR functions, a hybrid framework for international PRM has been proposed.

Findings

DEMATEL analysis categorized nine barriers as cause barriers and 11 as affected barriers. The “PROJECTS” model proposed for HR strategy development suggests eight strategies to overcome these nine cause barriers. The hybrid PRM framework developed includes the effect of the HR dimension.

Research limitations/implications

This paper presents the generalized prioritization of HR barriers to international PRM. For a specific international project, the HR barriers and their prioritization may change slightly. The hybrid framework for PRM and the strategy development model suggested are yet to be validated.

Originality/value

Correlating two CSFs in international project management, i.e. HRM and PRM and ranking the HR barriers using the DEMATEL method is the uniqueness of this research paper. The hybrid framework developed for PRM based on HR functions in Ulrich’s revised model and the proposed new HR strategy development model “PROJECTS” are unique contributions of this paper.

Access Restricted. View access options
Article
Publication date: 22 March 2019

Rahul Vishwanath Dandage, Shankar S. Mantha and Santosh B. Rane

International projects very commonly experience failure due to various factors at the global level. Especially, large projects at the international level virtually have no chance…

5796

Abstract

Purpose

International projects very commonly experience failure due to various factors at the global level. Especially, large projects at the international level virtually have no chance of meeting scope, time, cost and quality. This fact has been underlined by most of the international surveys and published literature. Effective risk management plays a vital role in preventing projects from failure by implementing appropriate risk response strategies. The success of risk management will be based on the understanding of various risk categories which specifically affect international projects, analysis of their interdependence, prioritize them according to their importance and develop strategies for risk management based on the prioritization. The paper aims to discuss these issues.

Design/methodology/approach

This paper represents typical eight risk categories frequently observed in the international projects through literature survey and feedback from project professionals. Interpretive structural modeling (ISM) and Matrice d’Impacts croises-multiplication applique´ an classment (MICMAC) analysis have been used to analyze the interactions among the risk categories and prioritize them. The strategy management tool threats, opportunities, weaknesses and strengths (TOWS) matrix has been used to develop the strategies for effective project risk management.

Findings

The analysis represents political risks, contractual and legal risks, cultural risks, and financial and economic risks as the highest priority risk categories, the mitigation of which should be paid the highest attention. The strengths-threats strategy has been applied to develop the strategies by identifying the various internal strengths of project organization to overcome the various threats caused by the eight risk categories observed in international projects.

Research limitations/implications

This paper tries to represent the prioritization of international project risk categories which are generic in nature. For any specific international project, the risk categories as well as their prioritization may be slightly varying. The tool used for prioritization; Interpretive structural modeling (ISM) is more suitable for few numbers of variables as it becomes complex as the number of variables increases. The strengths and threats considered for developing strategies using TOWS matrix are based on the feedback from project professionals and may vary according to the nature of project.

Originality/value

This paper uses ISM and MICMAC for risk prioritization in international projects and TOWS matrix for developing risk management strategies. This may trigger new opportunities for in-depth research in the risk management strategy development for international projects.

Details

International Journal of Managing Projects in Business, vol. 12 no. 4
Type: Research Article
ISSN: 1753-8378

Keywords

1 – 7 of 7
Per page
102050