The Covid-19 pandemic caused the cancellation of sports events globally. Tennis, being an individual sport, is one of the most international sports, with a high impact on the economy. In this context, the next question arises: How has the pandemic affected the attendance of international tennis events? This work aims to contrast the age, visitor’s plans in the city/event, expenditure, economic value, satisfaction, and probability of recommendation of an international tennis event held in Madrid in pre-pandemic (2019) and post-pandemic (2022) editions.

To what extent is European professional soccer affected by the Relative Age Effect (RAE)? The relative age effect (RAE) consists of the lower presence in any given area, of those born in the last months closer to the cut-off date, from which a new age category is classified. In the scope of sports and, specifically soccer, the unequal representation of athletes according to their age and birth month is a matter of concern. This research aims to analyze the birth dates distribution and RAE by position in the top 10 clubs in the UEFA ranking at the end of the 2020/2021 season.

How satisfied are the promoters and non-promoters of sporting events? How related are their satisfaction and their likelihood of recommending the event? This work aims: a) to determine the differences in the degree of satisfaction between promoters and non-promoters of the event, and b) to establish a predictive model identifying the variables that provide a greater probability of not recommending the event.

Golf is among the top five sports practiced in Spain because sport tourism is one of their main lines of income. During the COVID-19 pandemic, all golf clubs had to shut down and thus enter a situation of economic uncertainty. The main objective of this study was to assess the sport management challenges that general managers of golf clubs have had to face before, during, and after the COVID-19 pandemic, and how they dealt with these issues. In this qualitative case study, management challenges and strategies were explored by subjecting five golf club managers with at least 5 years of experience to semi-structured interviews. Managers described that they went from a pre-pandemic situation of economic growth to having to deal with different challenges such as a lack of tourism, increased costs, and a need to install new safety and maintenance protocols. All participants highlighted the importance of constant communication with and transparency among stakeholders (clubs, government bodies, federations) during and after the lockdown period. Management during the pandemic expedited the digitization of golf clubs, and this was considered one of the main upsides of this period. Exploring the strategies used could help managers of this and other sports facilities to design sustainable management protocols to deal with possible future health or economic crises.

The main objective of the present study was to assess the strategies, difficulties, and management issues that general managers of golf clubs in Spain have had to face based on their self-reported experience, specifically in the decisions carried out during lockdown and the restrictions period after.