ABSTRACT
This article explores how leisure organisations developed entrepreneurial practices to enable innovation for the post-covid-19 pandemic era. Whilst entrepreneurship and innovation have been the subject of academic scrutiny in mainstream sport, there is a relative paucity of studies within the broader holistic context of leisure. Semi-structured interviews, conducted in the United Kingdom (UK), provide insights from nine high profile, globally recognised industry practitioners from across the leisure industry including the sport, entertainment, health and fitness, leisure, hospitality, arts and culture, events and tourism sectors. Four key themes emerged from the data including extending capabilities through (i) research and development (R&D) and (ii) digitalisation, and changing culture through (iii) diversification, and (iv) sustainability. These practices were shown to enable leisure organisations to create new customer value within an increasingly competitive environment. The paper concludes with an overview of theoretical and managerial implications and provides approaches for developing more entrepreneurial practices in leisure.
ABSTRACT
This concluding chapter seeks to situate the future of volunteering relative to wider debates and general socio-economic, demographic and technological trends affecting the world of work. Cognisant that this chapter is written very much in the COVID era, an initial debate about whether COVID-19 represents a seismic change or a blip on the graph for event, sport and tourism (EST) volunteering, and volunteering in general, is discussed. With its prominent focus in the EST volunteering literature (see Lis and Tomanek’s chapter of this Handbook), and its inherent travel requirement, the future of volunteer tourism is also discussed. This chapter references other chapters from the Handbook, linking key debates and topics where possible. It draws on generic and sector specific themes to support discussion about where volunteering lies in relation to paid work and unpaid work and briefly touches on its boundaries with leisure. The chapter concludes that the EST sectors will continue post-COVID as essential to the physical and mental well-being of communities. The role of volunteers with respect to this significant transition is discussed and an associated research agenda is highlighted. © 2022 selection and editorial matter, Kirsten Holmes, Leonie Lockstone-Binney, Karen A. Smith and Richard Shipway.
ABSTRACT
During crises, sport organizations are said to play an important social role by facilitating community recovery;however, the literature lacks an overarching theoretical framework to explain how. Drawing on the social identity approach, we argue sport organizations can enhance well-being during crises to the extent that they foster shared identification among current and potential members. The Organizational Identification and Well-being Framework reflects this assertion, illustrating leadership functions to create an organization's in-group identity that satisfies the needs of members in response to a crisis. It further outlines the SPRInT (Social support, Purpose and meaning, Relatedness, In-group norms, and Trust) pathways, which mediate the effect of organizational identification on member well-being. Our framework extends prior work examining organizational-level antecedents of identification with a sport organization by considering how identity leadership functions may foster organizational identification for individuals both internal and external to the organization. Moreover, it demonstrates how sport organizations may lead shared responses to address community needs and contribute to population well-being.