Vol 16, No 4 (2010): Sports Management: Social Responsibility, Philanthropy and Entrepreneurship in the Sports Industry

Many corporations are now shifting from a traditional charity perspective to a strategic corporate social responsibility perspective in which there is an attempt to integrate business operations with corporate donations (Dean 2002).

In Sports Management: Social Responsibility, Philanthropy and Entrepreneurship in the Sports Industry we define entrepreneurship as when an individual or organization tries to be proactive, innovative and risk taking (Holt, Rutherford & Clohessy 2007). Social responsibility, philanthropy and entrepreneurship offers direction to business leaders who want to increase their company's social and economic performance (Wolcott & Lippitz 2007). The objective of this Special Issue is to enhance the management and organization literature by examining issues relating to social responsibility, philanthropy and entrepreneurship in the sports industry.

The area of social responsibility, philanthropy and entrepreneurship in sports remains a relatively unexplored research area (McAlister & Ferrell 2002). Corporate social responsibility occurs as 'corporations possess the power to control and influence the quality of life of employees, customers, shareholders and residents of local communities in which they operate' (Pava & Krausz 1997: 337). Social responsibility and philanthropy have gained in significance for businesses worldwide but particularly for those in the sports industry. Sporting organizations are now focusing on efforts to increase their philanthropy through being better social enterprises. By utilizing entrepreneurship, businesses in the sports industry such as the National Basketball Association and Australian Football League have increased their efforts to be seen as caring organizations that help the community.



Vol 15, No 5 (2009): Profitable Margins: Gender and Diversity Informing Management and Organizational Studies

Edited by:

Alison Sheridan
University of New England

Judith Pringle
Auckland University of Technology

Glenda Strachan
Griffith University

The purpose of this special issue is to focus on how gender and diversity scholarship can more generally inform our understanding of management and organizations.

The gender and diversity scholarship has evolved markedly over the past two decades and we believe it is timely for a special issue of JMO devoted to reflections on the lessons learned from it, the application of these lessons to management and organization studies and where the scholarship is likely to move in the next decade.


Vol 16, No 2 (2010): Corporate Governance: Practice and Process

Edited by:

Professor Gael McDonald
Unitec New Zealand

Associate Professor Jens Mueller
University of Waikato, New Zealand

Professor Clive Smallman
Lincoln University, New Zealand

This special issue of JMO aims to contribute to and widen the understanding of the research process and practice of corporate governance, and its practical application in today's organizations, whether for-profit, non-profit, governmental or others.

Research in corporate governance has conventionally been dominated by empirical work based upon agency theory, stakeholder theory and their variants. The regulatory approach to governance has also been subject to substantial attention. More recently though, organization studies have seen a marked 'practice turn' and this has flowed through into work on governance that is concerned with developing a deeper understanding of the process of decision-making by directors. Moreover, the emergence of broader comparative studies that may counter the trend towards the Americanization of governance are beginning to emerge.



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From 2013 (volume 19), Journal of Management & Organization has been published by Cambridge University Press.

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