No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Establishing legitimacy in the secondary ticket market: A case study of an NFL market
Abstract
As a result of the occasional unethical business practices of its members, such as price gouging and ticket fraud, the secondary ticket market for sporting events has struggled to gain legitimacy from the perspective of leagues, teams, and consumers. However, as this industry has grown exponentially in the past decade with the advent of the Internet, entities that resell tickets have implemented several strategies for improving the negative images resulting from these unethical practices. As primary and secondary ticketing operations continue to merge through secondary market sponsorships, teams and other sport properties must carefully consider public perceptions of this market before determining their own level of involvement with it. Understanding what strategies the members of the secondary market use to repair and enhance these perceptions is the first step in making that judgment. The purpose of this study was to examine the legitimacy-building strategies in a National Football League (NFL) market for each segment of the secondary ticket market (scalpers, licensed ticket brokers, and secondary ticket market websites). Additionally, a new strategy for legitimacy-building (legitimacy acquisition) is also presented.
... Other estimates put that figure at more than three times that amount (Lacy, 2005;Stecklow, 2006). This evolving marketplace has been studied by researchers, who have established the legitimacy of ticket reselling for a NFL market (Drayer and Martin, 2010), have examined price determinants (Drayer and Shapiro, 2009), and have looked at consumer demand for tickets Kemper and Breuer, 2015) in the secondary market. While much of the scholarship about the secondary ticket market has been in the sporting realm, studies have investigated concert ticket resale as well (Bennett et al., 2015;Corey, 2014). ...
... He found dynamic pricing models demonstrate how sellers face consistent, declining demand curves as the event approaches, and how the original price of the ticket has no effect on the behaviour of the secondary market. Qualitative, case study interviews with traditional 'players' in the secondary ticket market -scalpers, ticket brokers and ticket reselling sites -further demonstrated the legitimacy of the secondary ticket market by showing how market principles played out in transactions (Drayer and Martin, 2010). Dwyer et al. (2013) found consumers expected to be more likely to find bargains when buying tickets closer to the event. ...
... This study attempted to add a new price-prediction variable, activity on social media, to the growing body of academic literature about the secondary ticket market and sport. Previous studies have established the legitimacy of the market and created a theoretical framework for studying it (Drayer and Martin, 2010;Drayer and Shapiro, 2009). It has been studied in connection to the underpinnings of consumer demand , with regard to perceptions of value (Drayer and Shapiro, 2011), time (Dwyer et al., 2013), and with consideration of the perceived significance of the sporting event . ...
The growth and prevalence of sport event ticket transactions on secondary ticket market platforms such as StubHub has led to the creation of a body of academic research studying this new phenomenon. Factors such as team performance and perceptions of fairness have been explored for their relationship with the price of secondary market tickets. This exploratory study introduces a new potential price determinant – social media activity – itself a popular online phenomenon that has inspired considerable academic research. This exploratory study of prices for eight National Football League games adds use of official team hashtags on Twitter to a multiple regression model, controlling for other price determinants established in previous research two models, one to predict prices for tickets sold on StubHub, the second to predict prices for tickets available on StubHub, demonstrate that increased Twitter hashtag use is a significant positive predictor of ticket prices on the secondary market.
... Bitektine (2011) argued that legitimacy judgments stem from constituents perceiving specific organizational actions, which then inform evaluations. For example, previous work in sport management shows us that constituents scrutinize the draft policy or fairness of a competition (Soebbing & Mason, 2009), the viability of a ticketing market (Drayer & Martin, 2010), or the branding choices of national sport organizations (Phelps & Dickson, 2009). ...
... Two sport management studies illustrate organizational attempts to obtain cognitive legitimacy. First, Drayer and Martin (2010) examined the cognitive legitimation practices of the National Football League's secondary ticket market. This market obtained legitimacy by reclassification, achieved through partnerships with legitimate primary ticketing providers (i.e., Ticketmaster). ...
... Aside from Bitektine (2011), existing work in management and sport management focuses on legitimacy from an organizational (Babiak & Trendafilova, 2011;Babiak, 2007;Soebbing & Mason, 2009), or industrial standpoint (Drayer & Martin, 2010). Here, we extend prior work, presenting a framework to capture how constituents conceptualize and scrutinize organizational practices as a basis to understand what informs legitimacy judgments. ...
In this manuscript, we use Bitektine’s (2011) theory of organizational social judgments to develop a framework
to Capture Perceptions of Organizational Legitimacy (CPOL). We outline a three-stage framework as a method
to measure the perceived dimensions on which constituents scrutinize a sport organization’s legitimacy. In
stage one of the framework, we defined the organizational context of a nonprofit sport organization in Sydney,
Australia to establish the classification, purpose, and relationship of the focal entity to its constituents. In stage
two, we distributed a qualitative questionnaire (N = 279) to identify the perceived dimensions on which constituents
scrutinized organizational action. In stage 3 we distributed a quantitative questionnaire (N = 860) to
test six perceived dimensions, which emerged during stage two of the CPOL framework. The six dimensions
explained 63% of respondents’ overall organizational judgment, providing support for the CPOL framework
as a context-driven process to measure constituent perceptions of the legitimacy of sport organizations.
... The platform was later sold to Swiss ticket vender Viagogo for a whopping USD 405 billion [4]. The secondary ticket market has grown considerably with the emergence of Internet-based platforms that enable buyers and sellers to engage in transactions worldwide [5]. As the global mobile apps market expands, many service providers are developing mobile applications to offer consumers simple access. ...
... Popp et al. identified seven salient attributes when booking sport event tickets online: (1) ticket purchase timing, (2) seat availability, (3) price fluctuations, (4) fee transparency, (5) number of price points, (6) fraud risk, and (7) price valuation assessment [8]. Official partnerships have recently been stressed to counter fraud risk [5]. Won and Shapiro examined the impacts of fee transparency, price fluctuations, and the number of price points by exploring the role of price bundling on consumers' attitudes and behavior [9]. ...
The aim of this study was to investigate the effect of numeracy framing and demand on participants’ perceived ticket availability and likelihood of finding a lower-priced deal in the secondary ticket market for National Football League (NFL) games. A total of 640 participants were recruited via Qualtrics where participants were solicited electronically via 10 date-specific email blasts prior to a New York Giants Sunday Night Football home game. Participants were randomly assigned to one of five treatment conditions (control, percentage frame × low demand, percentage frame × high demand, frequency frame × low demand, frequency frame × high demand) to complete an online survey. Multivariate analysis of variance (MANOVA) was performed to discern overall differences in the mean likelihood scores of the dependent variable between groups. The results showed that participants presented with the “percentage” frame perceived tickets as less available than those presented with the “frequency scarcity” frame, and the effect was greater for high-demand games. Additionally, game demand moderated the effect of scarcity framing on participants’ perceived ticket availability and expected lower rate. Several manipulation checks were applied to ensure the study’s validity. The findings of this study have practical implications for ticket marketers in the sport industry to effectively frame scarcity information and facilitate transactions for online buyers and sellers.
... media) institutional forces to protect its legitimacy through the evolution of the amateur entry draft to improve the League's competitive balance. Drayer and Martin (2010) examined the National Football League's (NFL) secondary ticket strategy and found the market gained legitimacy by forming partnerships with legitimate ticketing providers, showing the benefit of developing network with legitimate actors for obtaining legitimacy. Babiak and Trendafilova (2011) proposed that professional sports teams adopted corporate social responsibility and environmental management practices to gain legitimacy in the field. ...
... Legitimation. Bidders need to build strong networks with people who have the power to influence bid decision making (Drayer & Martin, 2010;Emery, 2002). Koka and Prescott (2002) proposed that networks within strategic alliances may increase the flow of resources and in turn may increase competitive advantage. ...
Research question: Given the increased attention on joint sport event bids this study examines how the practices and structures created through the formation of a joint bidding alliance could influence the creation of diverse types of organizational legitimacy.
Research methods: A descriptive qualitative approach analyzing a combination of archival materials and interviews related to 15 international large-scale joint sport event bidding cases was completed.
Results and Findings: Results suggest various practices and structures are created through forming joint bids. Propositions that suggest how joint bidding alliances can result in the creation of various legitimacy types: managerial/technical, consequential, procedural, and linkage legitimacy are provided.
Implications: This study extends the sport event literature by examining joint bidding alliances as organizational strategies. A model illustrating the legitimation process of joint bids in sporting events and implications of this study is suggested.
... Although these two markets sell essentially the same product, perceptions of primary and secondary markets are quite disparate. Specifically, the secondary market has, for many years, battled negative associations with price gouging, theft, and fraud (Drayer & Martin, 2010). Therefore, ticket source may play a role in perceptions of fairness. ...
... In addition, the legitimacy of the resale market (due to scalping and illegal ticket brokers) is still a concern for the relatively new industry. Indeed, Drayer and Martin (2010) suggested secondary market firms are engaged in strategies aimed at increasing their perceived legitimacy. One such strategy is creating strategic partnerships with sports leagues and organizations. ...
... In this respect, Drayer, Stotlar and Irwin (2008) argued that the existence of ticket brokers and the reselling of tickets is evidence that tickets in the primary market are priced inefficiently. Therefore, Drayer and Shapiro (2009) concluded that the knowledge of the secondary market price provides valuable information for price setting in the primary market and Drayer (2011) as well as Drayer and Martin (2010) argued that the secondary market should be used in order to enhance the knowledge of the actual value of tickets. ...
... These results can be interpreted in the way that a dynamic ticket pricing system in the primary market is not yet capable of tapping the customer's whole willingness to pay . Therefore, the amount of money which was actually paid for tickets in the secondary might serve as an orientation of the real ticket value (Drayer, 2011;Drayer & Martin, 2010). Consequently, the current study used pricing data of the secondary market in order specify a dynamic ticket pricing model for Bayern Munich and to evaluate its effects in terms of revenues, number of sold tickets, and price per ticket. ...
The professional baseball team San Francisco Giants introduced dynamic pricing to
the sports industry in 2009, and researchers have been showing interest in this new pricing approach ever since. The currently available studies, however, either have pursued the subject solely from a managerial perspective or have focused exclusively on analyzing already existent dynamic pricing models in the MLB.
This paper is the first study to apply the mathematical theory of dynamic pricing in order to design a dynamic pricing model for a sports club, Bayern Munich, in a country where this pricing approach has not been applied thus far. The necessary demand functions for the model are estimated based on an evaluation of the ticket auctioning on ebay.de that occurred throughout the second half of the 2013/14 Bundesliga season.
Results suggest that the stadium attendees' willingness to pay is significantly higher than Bayern Munich's current ticket price. Furthermore, a Monte Carlo simulation indicates that a dynamic pricing approach is significantly more efficient than an optimal fixed price approach.
... In response, teams and leagues have partnered with various secondary market platforms in an effort to capitalize on the additional revenue associated with ticket resale (Drayer, 2011;Fisher, 2005). According to Fisher, these partnership deals can be worth millions of dollars annually. Drayer and Martin (2010) found that the vast majority of professional teams have partnered with the secondary market and these partnerships have enhanced the overall legitimacy of ticket resale. ...
... Increases in price will reduce quantity demanded which ultimately influences revenue from parking, concessions, and merchandise sales. Teams also want to avoid the perception of price gouging which already exists in the secondary market (Drayer & Martin, 2010). In addition, it can be argued that a full stadium creates an atmosphere more conducive to winning. ...
In 2010, the San Francisco Giants became the first professional team to implement a comprehensive demand-based ticket pricing strategy called dynamic ticket pricing (DTP). In an effort to understand DTP as a price setting strategy, the current investigation explored Giants' ticket prices during the 2010 season. First, the relationship between fixed ticket prices, dynamic ticket prices, and secondary market ticket prices for comparable seats were examined. In addition, seat location and price changes over time were examined to identify potential effects on ticket price in the primary and secondary market. Giants' ticket price data were collected for various games throughout the 2010 season. A purposive selection of 12 games, which included (N = 1,316) ticket price observations, were chosen in an effort to include a multitude of game settings. Two ANOVA models were developed to examine price differences based on pricing structure, market, section, and time. Findings showed significant differences between fixed ticket prices, dynamic ticket prices, and secondary market ticket prices, with fixed ticket prices on the low end and secondary market ticket prices on the high end of the pricing spectrum. Furthermore, time was found to have a significant influence on ticket price; however, the influence of time varied by market and seat location. These findings are discussed and both theoretical and practical implications are considered.
... The evolution of primary market pricing strategies from a seat-location-based approach to VTP, and eventually DTP, coincides with the growth of the secondary market. With the ability of the Internet to quickly and conveniently facilitate transactions, this resale market has evolved into a legitimate, multi-billion dollar industry (Drayer & Martin, 2010). In this transparent, free-market environment, research has been conducted which has further illuminated customer preferences for tickets. ...
... Specifically, third party sellers (i.e., secondary market sellers) are not supplied with tickets from sport organizations through any contractual relationship, meaning that consumers may be uncertain about the authenticity of the ticket. One of the unique features of the secondary market is that perceptions of the industry have been affected by previous instances of unethical business practices and the existence of laws in many states that makes ticket resale illegal (Drayer & Martin, 2010). Thus, consumers' perceptions may be affected by not only the price of the ticket but also their perception of the source. ...
... Sport Management Review j o u r n a l h o m e p a g e : w w w. e l s e v i e r. c o m / l o c a t e / s m r now very much self-regulated with governing bodies, such as the National Association of Ticket Brokers (NATB), overseeing many industry practices and encouraging policies intended to legitimize the industry. The industry has further been legitimized by the presence of several large corporations, including primary ticketing giant Ticketmaster, as active participants in the secondary ticket market (Drayer & Martin, 2010). ...
... As these sorts of transactions began to occur more often, several web-based companies, led by StubHub, created a platform for buyers and sellers to come together and exchange tickets. The presence of these websites allowed for the continued growth of the industry while further legitimizing the practice of ticket resale by providing a platform for the safe and secure transfer of tickets and money (Drayer & Martin, 2010). ...
The secondary ticket market has existed for decades. Historically, this industry has been dominated by street scalpers located outside of venues and by local and regional ticket brokers. These individuals often took advantage of uninformed consumers and charged extremely high prices or sold fraudulent or misrepresented tickets. Subsequently, state governments created laws protecting consumers from such behavior. More recently, however, this industry has grown as the Internet has facilitated transactions in a safe and secure environment which has led to the increased legitimacy of the industry. Despite this growth in size and sophistication, existing anti-scalping laws remain. Given the significantly altered form of the industry, it is important to examine the appropriateness of these laws and their effect on current industry practices. The findings of the current study suggest that these laws do little to accomplish what they were originally set out to do: protect consumers. Instead, they serve as minor inconveniences for those engaging in ticket resale and major frustrations for those attempting to enforce the laws as written.
... Drayer et al. (2012) and Shapiro and Drayer (2014) identified how, over time, research that focused on the primary market was approached from many different perspectives, such as the research carried out by Scully (1994) and Noll (1974) with the intention of estimating the elasticity of demand for professional baseball and basketball; the outstanding research carried out decades later by Reese and Mittelstaedt (2001), where they explored, for the first time, the criteria used to establish the price of tickets in the NFL; or Rishe and Mondello (2004), who analysed various determinants of the price of the four major sports leagues in North America. However, there have also been recent approaches such as those carried out by Drayer and Martin (2010) and Shapiro and Drayer (2014), who showed interest in the ticket resale market; or the perspective of studies by Kaiser et al. (2019), Nalbantis et al. (2017), and Popp et al. (2018), who set out to examine the preferences of spectators of sporting events for tickets, and their willingness to pay. ...
Some studies have examined ticket sales in the context of a sporting event. However, only a few have investigated the determinants of ticket prices, and, to date, none have done so in the context of a multidisciplinary sports mega-event. This study examines this complex paradigm through the case of the World Swimming Championships held in Barcelona, Spain. The particular focus of this study was whether, in such a framework, the same model of analysis of price determinants could be applied equally to all the disciplines that comprise the sporting mega-event. The applied model was significant, explaining the ranges of variation of the ticket prices in the different sport disciplines. The main hypothesis was rejected, which suggests that when examining price determinants in multidisciplinary sport mega-events, it will be convenient to implement a different model for each sporting discipline (aquatic, in the case at hand). These results can help professionals better understand consumer fluctuations throughout the ticket sales process in such an environment, in order to appropriately price tickets. This, in turn, will lead to maximizing revenue, as well as attendance, at sporting events.
... Finally, ticket resale literally refers to how Twitter users sell Java Jazz tickets for either a daily pass or special show (only until 2017). Various studies in sports industries have investigated how ticket resales occur on SM platforms (Drayer and Martin, 2010;Irby, 2016;O'Hallarn et al., 2018). However, the literature has given scant attention to how ticket resales or scalping occurs in the music festival business. ...
This paper aims to explore textual patterns in ten-years of electronic word-of-mouth
(eWOM) communications amongst social media (SM) users of the Java Jazz Festival.
Design/Methodology/Approach. This study employs a data-scraping technique to gather user-generated content from Twitter. Word-cloud and word-frequency analysis, along with descriptive coding and pattern matching, are used to categorise the initial findings. Trends and differences in terms of the number of tweets over a ten-year period were examined using analysis of variance (ANOVA) and seasonality analysis. From more than 1.3 million Twitter tweets between 2008 and 2018, this study identified six initial themes. Quantitative analysis revealed that the number of tweets differed significantly in the four quarters of the ten-year period. The results of this study contrast with the claim that digital media communication generally occurs before a festival begins, and are least during the festival. Nevertheless, this study supports the notion that SM interaction results in positive consequences, drives conversations amongst users, and increases engagement. This study offers five practical implications for music festival organisers and related entities. This study is the first to provide a systematic and practical data mining and interpretation approach from Twitter within a ten-year period in the Asia Pacific context, thru the case of the Java Jazz Festival.
... These new issues have been described repeatedly in different contexts in 80 times (e.g., social habitation and inclusion issues: around 700,000 people were evicted before the 1988 Seoul Olympic Games, and more than 300,000 were forced to move from their houses ahead of the 2008 Beijing Olympic Games). This analysis also allowed the identification of three issue categories that have not been included in previous frameworks, namely social issues (e.g., Chappelet, 2001;Malfas et al., 2004;Parent et al., 2011), environmental issues (e.g., Bovy, 2009;DaCosta et al., 2008;Min & Zhen, 2010), and marketing issues (e.g., Drayer & Martin, 2010;Lemley & McKenna, 2010;Thamnopoulos & Gagalianos, 2002). In the current systematic review, operational and infrastructural issue categories were the most evidenced in both pre-and postevent phases. ...
... These new issues have been described repeatedly in different contexts in 80 times (e.g., social habitation and inclusion issues: around 700,000 people were evicted before the 1988 Seoul Olympic Games, and more than 300,000 were forced to move from their houses ahead of the 2008 Beijing Olympic Games). This analysis also allowed the identification of three issue categories that have not been included in previous frameworks, namely social issues (e.g., Chappelet, 2001;Malfas et al., 2004;Parent et al., 2011), environmental issues (e.g., Bovy, 2009;DaCosta et al., 2008;Min & Zhen, 2010), and marketing issues (e.g., Drayer & Martin, 2010;Lemley & McKenna, 2010;Thamnopoulos & Gagalianos, 2002). In the current systematic review, operational and infrastructural issue categories were the most evidenced in both pre-and postevent phases. ...
The purpose of this study is to extend previous research on organisational issues of sport mega-events through the development of a framework for the Olympic Games. A three-step approach was taken. Firstly, a systematic literature review was conducted based on journal articles, academic books and official reports published by the International Olympic Committee (IOC) and Olympic Games Organising Committees (OGOC). Secondly, the issues identified within the media regarding the 2016 Olympic Games were analysed. Lastly, semi-structured interviews were conducted with ten stakeholders to further examine the organisational issues of the 2016 Rio Olympic Games. A new extended conceptual framework of organisational issues associated with the Olympic Games is then proposed. Issue categories faced by the organising committee include politics, marketing, media and visibility, financial, planning, negotiation and ethics, operations, infrastructure, human resources, social, environmental and legacy. These 12 dimensions of organisational issues account for a total of 76 specific issues. The paper provides critical information to aid the IOC and OGOCs in understanding organisational issues that may arise in future of Olympic Games.
... Table 1 below presents the definitions for each type of legitimacy. Cognitive legitimacy refers to consumers' awareness of the existence of the firms or new enterprises (Drayer & Martin, 2010). It is acquired by adapting the customary situational definitions used in the industry (Ivanova & Castellano, 2011); for example, new firms or enterprises would adapt the existing forms, definitions, or social organisations' practices in the industry. ...
Customers’ acceptance of a product or service is related to the
customers’ beliefs and perceptions. The acceptance and marketability
of a product would be improved if customers had a good perception or
legitimacy on a business firm. Legitimacy refers to the social
justification of the organisational action which can be accepted and
verified by social rules. The firm legitimacy process involves social
accreditation of the organisational competency or the role played by
the organisation in providing the product or service. This article
discusses the types of legitimacy and its strategic roles in enhancing
the small medium enterprises’ competitiveness.
... Today, Internet technological advances are transforming the marketing in the ticketing service industry for entertainment products such as concerts, sports, and movies [1]. Authorized online ticket distributors such as Gewara, Damai, Ticketmaster, StubHub, are booming in the market [2], providing customers with more choice for ticketing service (Figure 1). The marketing of ticket service industry also takes advantage of online channels to conduct sales promotions while customers can have immediate access to this promotional information and compare prices and services between different online channels to aid their purchasing decisions [3]. ...
The micro-level customer purchase intent in promotions is crucial for the overall purchase conversion rate of promotions. In the context of joint promotions on multiple online channels, customers can access and compare prices and services by navigating between channels to aid their purchase decision. The interactions between customer and promotion channels offer another angle to predict their purchase intent during promotions. In this paper, we propose a feature-combined deep learning framework, in which a full-connected long short-term networks (FC-LSTM) is used for modeling the interactions between customers and promotion channels, as well as the nonlinear sequence correlations and cumulative effects between customer’s browsing behavior. To improve the performance of the prediction, the framework incorporates other features of customer profile including purchase history and demographics, integrating them into an end-to-end framework. We apply our method in a real prediction task for online multichannel promotion for concert tickets. Extensive experiments show that the proposed approach exhibits overall good performance compared with state-of-the-art methods on standard metrics such as precision, recall, f-measure, area under curve (AUC), and lift.
... In recent years, there is an increasing demand for professional sport events, among other factors caused by technological advances , growth of resale markets (Drayer & Martin, 2010) and increased leisure orientation (Funk, Filo, Beaton, & Pritchard, 2009). Therefore, sport organizations have developed advanced pricing strategies in order to maximize revenues, frequently leading to increased ticket prices. ...
Research question: Do club managers know enough about their spectators? Fan protests against increasing ticket prices in European sports show the ongoing disconnect between fans and clubs. The purpose of this article is to examine sport event spectators’ preferences for tickets and their willingness to pay (WTP) considering innovative ticket features. This research contributes to existing research on spectator segmentation and ticket pricing.
Research methods: This study is the first in sport management literature to apply choice-based conjoint analysis in combination with latent classes. We conduct online surveys of two German basketball clubs and collect data on more than 750 spectators.
Results and findings: Benefit segmentation analyses of both spectator groups lead to four spectator segments each, which differ depending on preferences for opposing teams, seat categories, and WTP. The results show that the prevailing assumption of homogeneous spectator preferences in sport management research leads to estimation bias.
Implications: Spectator preferences are heterogeneous. Therefore, club managers need to know and understand their spectators to better adjust ticket options. Furthermore, the results provide theoretical contributions for spectator segmentation and ticket pricing literature.
... Kewajaran pragmatif atau regulatif adalah kepatuhan tindakan firma terhadap peraturanperaturan standard seperti polisi dan peraturan kerajaan, badan-badan profesional dan persatuan-persatuan yang tidak berorientasikan keuntungan (Deephouse & Carter, 2005;Zimmerman & Zeitz, 2002). Kewajaran normatif menunjukkan sejauh mana tindakan firma konsisten atau selari dengan nilai dan norma-norma sosial (Deephouse & Carter, 2005;Zimmerman & Zeitz, 2002).Kewajaran kognitif pula merujuk kepada kepekaan atau kesedaran pengguna terhadap kewujudan firma atau usaha niaga baru (Drayer & Martin, 2010), kewajaran kognitif diperolehi dengan mengadaptasi definisi situasi yang lazim atau kebiasaan yang diamalkan didalam industri (Ivanova & Castellano, 2011), contohnya firma atau usaha niaga baru biasanya akan mengadaptasi bentuk, definisi dan amalan sosial organisasi yang sedia ada dalam industri (Aldrich & Fiol, 1994). Kewajaran industri pula merupakan keselarasan terhadap amalan yang diamalkan dalam sesuatu industri (Zimmerman & Zeitz, 2002), iaitu apabila firma semakin berkembang hingga peringkat global, mungkin berlakunya perbezaan diantara piawaian tempatan dengan piawaian ditetapkan oleh industri diperingkat global. ...
ABSTRAK Literatur tentang aspek pemasaran dalam perusahaan kecil dan sederhana (PKS) menunjukkan PKS menghadapi kesukaran untuk mengadaptasi teori pemasaran konvensional yang sinonimnya sesuai untuk firma atau syarikat yang besar.Justeru wujud cadangan untuk mengadaptasi pendekatan pemasaran bukan konvensional yang dikenali sebagai pemasaran keusahawanan (PK) yang dibangunkan untuk membantu dalam menyelesaikan masalah pemasaran dalam PKS.Kertas ini akan membincangkan aspek pemasaran dalam PKS dan mencadangkan kerangka konseptualmodel pemasaran yang boleh membantu meningkatkan prestasi perniagaan PKS di Malaysia. Kata Kunci: Perusahan kecil dan sederhan; Pemasaran keusahawanan; Pemasaran konvensional ABSTRACT Literature on marketing in small and medium enterprises (SMEs) showed SMEs faced difficulty in adapting conventional marketing theory that is synonyms only suitable for large firms. Therefore, there is a suggestion to adapt non-conventional marketing approach known as entrepreneurial marketing that was developed specifically to help in solving marketing problems in SMEs. This paper discussed the marketing aspects in SMEs and proposed conceptual framework on marketing model that will help in improving the business performance of SMEs firm in Malaysia.
... Hambrick and Chen, 2008). Despite the growing literature on the impact of organisational legitimacy, the concept has been only partially addressed in the field of SM (Drayer and Martin, 2010;Soebbing and Masson, 2009;Washington, 2005). ...
A scale that measures three dimensions of organisational legitimacy (cognitive, normative and regulative) in sport management programs was developed with the aim to examine which of these dimensions were perceived to be more important to influence students' choice when applying to a postgraduate sport management program. The study also compared how these three dimensions were perceived by students and faculty members. Confirmatory factor analysis and t-tests indicated that cognitive legitimacy was the most important dimension, followed by normative and regulative. Results show that perceptual differences exist between students and faculty in regards to how these two groups identify which legitimacy dimensions matter the most. Students placed greater importance on regulative legitimacy than faculty did. Meanwhile, faculty were more sensitive to normative and cognitive legitimacy. Finding suggest that for newly establishing sport management programs ensuring their program are well recognised and positioned among peer institutions becomes critical to influence student's choice.
... From a policy perspective, the findings of this research indicate sport leagues and organizations which sell tickets to events should consider similar partnerships in the future, to better capture the second-hand ticket market. Moreover, policy makers should work on the legit-Volume 22 • Number 3 • 2013 • Sport Marketing Quarterly 135 imacy issues that second-hand ticket markets experience (Drayer & Martin, 2010). ...
... However, the growth and increased legitimacy of the secondary market has also led teams and leagues to partner with secondary market websites (Drayer & Martin, 2010). These deals often mirror the structure of standard sponsorship deals in which the sport property receives a flat fee and the secondary market website receives the right to be called "The Official Secondary Ticket Marketplace," signage, and other exploitable commercial assets. ...
... This choice of response variable also accounts for the fact that advance season ticket sales are undoubtedly the norm in the NFL. 5 This allows for the ability to estimate market prices for access to NFL attendance based on market conditions at the time of the sale as opposed to the day of the game. Given the combination of the high percentage of advanced season ticket sales, the negligible walk-up game-day customer and the explosion of the secondary market (Drayer & Martin, 2010), it is a reasonable assumption that this is more representative of how consumers gain access to NFL season tickets. ...
A strong secondary market has emerged where National Football League (NFL)
personal seat licenses (PSL) and season ticket rights (STR) are sold electronically.
These data allow us to estimate determinants of market prices for long-run access to
NFL attendance. The analysis finds that high-quality seating locations are a strong
determinant of price. Clear differences exist between PSL and STR markets in
regard to both general interest in the live NFL product and the effect of team quality
on market price. Furthermore, we find that higher face value ticket prices are associated
with lower secondary market PSL and STR sales prices.
Purpose
Scholars note there are limited studies analyzing ticket price determinants. Using the common seat approach, the authors sought to advance this line of research by analyzing determinants of National Basketball Association (NBA) ticket prices in the secondary ticket market. The authors’ research seeks to ask two questions. The first is how ticket prices in the secondary market are associated with common determinants of consumer demand. The second question is what impact the COVID-19 pandemic has on ticket prices in the secondary market.
Design/methodology/approach
Ticket prices of NBA regular season games in the 2021–2022 season were collected a week before the game day from Ticketmaster.com. A regression model was estimated with a group of independent variables: income, population, consumer preference, quality of viewing, quality of contest and pandemic (the number of COVID-19 cases).
Findings
Results indicate income, population, consumer preferences (e.g. team quality and star players) and quality of viewing (e.g. arena age and weekend) impact prices. Further, the number of COVID-19 cases did reduce the ticket price.
Originality/value
The present study illuminates the theoretical significance of analyzing ticket prices as a proxy of demand in professional sport, while providing practical implications regarding the potential opportunity to increase revenue.
The ticket market for sport events has undergone substantial changes following the emergence of secondary markets (i.e., ticket resale platforms) and changes in consumer preferences. Therefore, the concept of corporate credibility warrants attention in the context of the secondary ticket market, which comprises ticket sellers with varying levels of credibility. Additionally, since secondary ticket companies engage in demand-based pricing, it is critical to measure the effect of ticket prices on the relationship between corporate credibility and purchase intention. In this research we utilize a multi-study design to examine the relationship between corporate credibility and consumers’ purchase intention in the secondary ticket market, as well as the moderating effect of ticket prices. The findings, which run counter to previous literature, suggest that the impact of corporate credibility on purchase intention in the secondary ticket market is negligible.
Ticket sales remain a significant source of revenue in professional team sports. However, season ticket revenue, as an effective risk-reducing instrument, is rarely analyzed in the literature. This study aims to determine, from a price and product perspective, the extent to which different factors affect season ticket prices. Using three different professional German sports leagues, a ticket-pricing model was developed as the empirical model. Consistent with other pricing studies, an ordinary least-squares (OLS) model and a Tobit model were fit. The results indicate that different season ticket rights, type of season ticket, club league membership, fan club membership, club stadium utilization rate, club sporting performance, and club market size have significant negative or positive impacts on season ticket price. Whereas, for example, a reserved seat in the stadium has a positive impact, the population of the club’s city has a negative impact. Based on the results, club managers should consider all traditional season ticket rights and season ticket discounts when calculating season ticket pricing. These and further implications are discussed with respect to the risk management issues of season ticket pricing in light of the COVID-19 pandemic and differences in local market constellations of professional team sports clubs.
Kajian ini bertujuan untuk menguji model pemasaran keusahawanan (PK) dan kesannya terhadap prestasi perniagaan perusahaan kecil dan sederhana (PKS) di Malaysia. Di samping itu, kajian ini juga turut menguji peranan konstruk orientasi keusahawanan dalam mengantara hubungan di antara PK dengan prestasi perniagaan. Pendekatan kuantitatif dengan kaedah tinjauan secara tadbir sendiri telah digunakan dengan menjadikan pemilik dan pengurus PKS sebagai sampel kajian. Sebanyak 224 jumlah sampel boleh guna telah diperoleh daripada ketiga-tiga kaedah pos, lawatan dan juga tinjauan berasaskan Internet. Data kajian dianalisis dengan menggunakan pendekatan dua peringkat pemodelan persamaan berstruktur (SEM). Hasil analisis menunjukkan indeks kebagusan dalam model pengukuran PK mengesahkan bahawa model PK terdiri daripada empat komponen iaitu penciptaan peluang, inovasi produk mesra pelanggan, pengayaan sumber, dan kewajaran. Analisis pengesahan faktor (CFA) menunjukkan strategi inovasi produk mesra pelanggan merupakan strategi paling dominan dalam model PK. Manakala pengujian model berstruktur menunjukkan PK mempunyai kesan yang positif dan signifikan dalam meningkatkan prestasi perniagaan PKS. Hasil kajian juga menunjukkan konstruk orientasi keusahawanan mengantara hubungan PK dengan prestasi perniagaan dalam bentuk perantaraan penuh. Pendekatan bootstrapping yang digunakan turut menghasilkan keputusan yang sama, justeru mengesahkan bahawa orientasi keusahawanan mengantara hubungan antara PK dengan prestasi perniagaan. Implikasinya kajian ini menyumbang dalam mengembangkan teori PK kepada satu fasa baharu dengan mencadangkan model PK yang sah dan mempunyai kesan yang signifikan dalam meningkatkan prestasi perniagaan PKS di Malaysia.
This study examined Entrepreneurial Marketing (EM) model and its impact on SMEs’ business performance in Malaysia. In addition, the study also examined the role of entrepreneurial orientation construct in mediating the relationship between EM and business performance. Quantitative approach using a self-administered survey was employed, with the owners-managers of SMEs been chosen as the sample. A total of 224 usable samples were obtained from the three methods of mail, site visits, and internet based surveys. Data were analysed using two-stages Structural Equation Modeling (SEM). The results showed that all the required level of goodness-of-fit (GOF) index in the measurement model for EM construct was achieved, thus confirmed that EM construct consisted of four components (opportunity creation, customer intimacy-based innovative products, resource enhancement, and legitimacy). The CFA result also showed that customer intimacy-based innovative products was the dominant strategy in the EM model. Results of the structural model proved that EM had positive and significant impact in improving business performance of SMEs in Malaysia. Findings also indicated that entrepreneurial orientation construct mediated the relationship between EM and business performance. A bootstrapping approach also produced similar results, thus confirming the occurrence of completed mediation. This study advances EM into a new phase by empirically identifying a valid EM model that contributes to the improvement of SMEs business performance in Malaysia.
In this manuscript, we use Bitektine's (2011) theory of organizational social judgments to develop a framework to Capture Perceptions of Organizational Legitimacy (CPOL). We outline a three-stage framework as a method to measure the perceived dimensions on which constituents scrutinize a sport organization's legitimacy. In stage one of the framework, we defined the organizational context of a nonprofit sport organization in Sydney, Australia to establish the classification, purpose, and relationship of the focal entity to its constituents. In stage two, we distributed a qualitative questionnaire (N = 279) to identify the perceived dimensions on which constituents scrutinized organizational action. In stage 3 we distributed a quantitative questionnaire (N = 860) to test six perceived dimensions, which emerged during stage two of the CPOL framework. The six dimensions explained 63% of respondents' overall organizational judgment, providing support for the CPOL framework as a context-driven process to measure constituent perceptions of the legitimacy of sport organizations.
Research question: The secondary ticket market has traditionally lacked the perception that it was a safe and legitimate place to acquire tickets. The current study examined the relationship between legitimacy-building strategies, such as lobbying for the deregulation of anti-ticket-scalping laws and engaging in partnerships with established sport organizations, and the revenues generated by the largest secondary market firm, StubHub. This study was conducted within the context of National Football League (NFL) ticket resale.Research methods: StubHub provided ticket resale figures for all 256 regular season games which took place during the 2007 NFL season. Hierarchical regression was utilized in order to examine the relationships between both price restrictions and secondary market partnerships, and ticket resale price and ticket resale volume.Results and findings: Results indicate secondary market partnerships have a significant influence on firm revenues, increasing the number of transactions while accounting for only slight decreases in price. Anti-scalping laws have a less pronounced association with resale volume and price.Implications: This research extends academic literature on secondary market operations and provides practical implications as primary and secondary market firms as well as state and local legislatures may use the findings to inform their decision-making.
The growth of the secondary ticket market has given sport managers a new way to understand consumer demand for tickets. In the secondary market, transaction prices and the number of transactions are highly variable and respond directly to consumer preferences, making it ripe for exploration. Using secondary market data for the NFL provided by a secondary market firm, the purpose of the current study is to understand a variety of traditional sport economics issues such as demand, consumer surplus, and pricing (in)efficiency. Results show that secondary market prices, instead of number of transactions, respond to the factors commonly associated with consumer demand. Further, the data indicate that teams may be able to sell 20,000 additional seats for each game. However, given that teams cannot easily add this number of seats (and may not want to given the NFL's blackout rule), there is approximately $260,000 in consumer surplus per game that is captured by resellers.
Football fans in Malaysia have to queue up at the counter to buy tickets to watch matches at the stadium. Having to queue for tickets is time-consuming and more often than not, creates inadvertent stress among the football fans. The latter is compounded when tickets are sold out while they are still queuing. Such frustrations may lead to unforeseen calamities. In this work, we propose an e-Ticketing system for football fans in Malaysia. e-Ticketing is a system or application of which the core objectives are for online ticket generation and sales. This system enables users to make ticket reservations online and print out the tickets by themselves. Not only does this system benefit the fans but the organizers themselves benefit through cost savings on ticket printing.
This article links institutional and impression management perspectives in a process model of how controversial and possibly unlawful actions of members of organizations can lead to endorsement and support from key constituencies. This model is grounded in interview, archival, and observational data concerning eight illegitimate actions attributed to members of two social movement organizations. We found that institutional conformity and decoupling illegitimate activities from legitimate structures facilitated spokespersons' efforts to use impression management tactics that shifted attention away from the controversial actions and toward the socially desirable goals endorsed by broader constituencies. As a result, these organizations used publicity generated by illegitimate actions to obtain endorsement and support from those constituencies. We discuss the implications of the model for other kinds of organizations and derive testable propositions. We also consider implications for institutional and impression management theories.
This article synthesizes the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches. The analysis identifies three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based on normative approval; and cognitive, based on comprehensibility and taken-for-grantedness. The article then examines strategies for gaining, maintaining, and repairing legitimacy of each type, suggesting both the promises and the pitfalls of such instrumental manipulations.
Corporate social responsibility (CSR) has grown in importance to sport organizations as well as to the mega-events run by these organizations. This paper explores CSR initiatives related to Super Bowl XL in Detroit. Using Carroll's (Carroll, 1979, 1999) frame-work of CSR, we outline some of the key community outreach efforts initiated by the NFL and the Super Bowl Host Committee, and further, we discuss the ways in which these efforts might help in building the NFL's image as a professional sport league that takes its social responsibility seriously.
This article reports a longitudinal examination and comparison of two multilateral networks of small and medium-sized firms in the U.S. wood-products manufacturing industry. The research focused on how each of these networks built legitimacy over the course of their early evolution, from the pre-network field, to initial formation and growth, and toward sustainment, culminating in the success of one and the demise of the other. Our findings demonstrate that despite differences in their early bases of support, which resulted in very different strategic emphases, the two networks ultimately had to address three conceptually distinct dimensions of legitimacy—the network as form, the network as entity, and the network as interaction. Based on the findings, we develop specific propositions and draw some tentative conclusions about how legitimacy is established in multilateral networks and how the failure to build legitimacy across the three dimensions may lead to network collapse.
Results of a two-year inductive field study of British ventures show that entrepreneurs are more likely to acquire resources for new ventures if they perform symbolic actions—actions in which the actor displays or tries to draw other people's attention to the meaning of an object or action that goes beyond the object's or action's intrinsic content or functional use. We identify four symbolic action categories that facilitate resource acquisition: conveying the entrepreneur's personal credibility, professional organizing, organizational achievement, and the quality of stakeholder relationships. Our data show that entrepreneurs who perform a variety of symbolic actions from these categories skillfully and frequently obtain more resources than those who do not. Our data also suggest three factors—structural similarity, intrinsic quality, and uncertainty—that moderate the relationship between symbolic management and resource acquisition. We theorize how the various symbolic action categories shape different forms of legitimacy that help entrepreneurs acquire resources.
New organizations are always vulnerable to the liabilities of new- ness, but such pressures are especially severe when an industry is in its formative years. We focus on one set of constraints facing entre- preneurs in emerging industries-their relative lack of cognitive and sociopolitical legitimacy. We examine the strategies that founders can pursue, suggesting how their successful pursuit of legitimacy may evolve from innovative ventures to broader contexts, collectively reshaping industry and institutional environments. Founding a new venture is risky business under any conditions, but especially so when entrepreneurs have few precedents for the kinds of activities they want to found. Early ventures in the formative years of a new industry face a different set of challenges than those that simply carry on a tradition pioneered by thousands of predecessors in the same industry. Such foundings are risky, but are they also foolish? From an institutional and ecological perspective, founders of new ventures appear to be fools, for they are navigating, at best, in an institutional vacuum of indifferent munificence and, at worst, in a hostile environment impervi- ous to individual action. In addition to the normal pressures facing any new organizations, they also must carve out a new market, raise capital from skeptical sources, recruit untrained employees, and cope with other difficulties stemming from their nascent status. Among the many problems facing innovating entrepreneurs, their relative lack of legitimacy is especially critical, as both entrepreneurs and crucial stakeholders may not fully understand the nature of the new ventures, and their conformity to established institutional rules may still be in question. We capture these problems by using the term legitimacy in two related senses: (a) how taken for granted a new form is and (b) the
We examine organizational legitimacy in the context of the multinational enterprise (MNE). After discussing three types of complexity (of the legitimating environment, the organization, and the process of legitimation) that MNEs typically face, we explore their effects on MNE legitimacy. In particular, we distinguish between the legitimacy of the MNE as a whole and that of its parts, and we develop propositions that include issues of internal versus external legitimacy and positive and negative legitimacy spillovers.
In this article, we draw on five case studies in health care organizations to develop a process theory of strategic change in pluralistic settings characterized by diffuse power and divergent objectives. The creation of a collective leadership group in which members play complementary roles appears critical in achieving change. However, collective leadership is fragile. We identify three levels of "coupling" between leaders, organization, and environment that need to be mobilized to permit change. Since it is difficult to maintain coupling at all levels simultaneously, change tends to proceed sporadically, driven by the effects of leaders' actions on their political positions.
The study of the professional criminal dominated early interactionist ethnography (particularly the Chicago school), and certainly there are key pieces to cite in research on ticket scalping. The study of drug dealers and drug use (Adler, 1985; Fields, 1984); the motorcycle subculture (Wolf, 1991); the "unethical" business of used cars (Browne, 1973); the white-collar criminal (Clinard, 1969); the professional gambler (Lesieur, 1977); and the professional shark, thief, hustler, or confidence artist (Cressey, 1932, 1953; Ditton, 1977; Goffman, 1952; Inciardi, 1975; Klockars, 1962; Letkemann, 1973; Maurer, 1974; Polsky, 1967; Prus & Irini, 1980; Prus & Sharper, 1991; Rock, 1973; Shaw, 1930; Stebbins, 1971; Sutherland, 1937; Whyte, 1943; Wrighter, 1972) all provide insight into the processes involved in "doing" ticket scalping activity.
This article synthesizes the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches. The analysis identifies three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based on normative approval: and cognitive, based on comprehensibility and taken-for-grantedness. The article then examines strategies for gaining, maintaining, and repairing legitimacy of each type, suggesting both the promises and the pitfalls of such instrumental manipulations.
We use historical data about the nineteenth-century Argentinian press and the nineteenth- and twentieth-century Irish press to explore the plausibility of an environmental model of selection in populations of organizations. We show, through event-history methods, that newspapers suffer high mortality in their early years. Both industry maturity and general economic expansion enhance survival, but timing of birth relative to business cycles does not affect survival. Newspapers born under conditions of political turmoil are outlived by newspapers born under stable conditions. We interpret this finding as indirect evidence for some ecological formulations of organizational behavior.
In this article we argue that (1) legitimacy is an important resource for gaining other resources, (2) such resources are crucial for new venture growth, and (3) legitimacy can be enhanced by the strategic actions of new ventures. We review the impact of legitimacy on new ventures as well as sources of legitimacy for new ventures, present strategies for new ventures to acquire legitimacy, explore the process of building legitimacy in the new venture, and examine the concept of the legitimacy threshold.
Age dependence in organizational death rates is studied using data on three populations of organizations: national labor unions, semiconductor electronics manufacturers, and newspaper publishing companies. There is a liability of newness in each of these populations but it differs depending on whether death occurs through dissolution or by absorption through merger. Liabilities of smallness and bigness are also identified but controlling for them does not eliminate age dependence.
The teaching of qualitative analysis in the social sciences is rarely undertaken in a structured way. This handbook is designed to remedy that and to present students and researchers with a systematic method for interpreting qualitative data', whether derived from interviews, field notes, or documentary materials. The special emphasis of the book is on how to develop theory through qualitative analysis. The reader is provided with the tools for doing qualitative analysis, such as codes, memos, memo sequences, theoretical sampling and comparative analysis, and diagrams, all of which are abundantly illustrated by actual examples drawn from the author's own varied qualitative research and research consultations, as well as from his research seminars. Many of the procedural discussions are concluded with rules of thumb that can usefully guide the researchers' analytic operations. The difficulties that beginners encounter when doing qualitative analysis and the kinds of persistent questions they raise are also discussed, as is the problem of how to integrate analyses. In addition, there is a chapter on the teaching of qualitative analysis and the giving of useful advice during research consultations, and there is a discussion of the preparation of material for publication. The book has been written not only for sociologists but for all researchers in the social sciences and in such fields as education, public health, nursing, and administration who employ qualitative methods in their work.
The general topic of this chapter is the relation of the society outside organizations to the internal life of organizations. Part of the specific topics have to do with the effect of society on organizations, and part of them concern the effects of organizational variables on the surrounding social environment. I intend to interpret the term “social structure” in the title in a very general sense, to include groups, institutions, laws, population characteristics, and sets of social relations that form the environment of the organization. That is, I interpret “social structure” to mean any variables which are stable characteristics of the society outside the organization. By an “organization” I mean a set of stable social relations deliberately created, with the explicit intention of continuously accomplishing some specific goals or purposes. These goals or purposes are generally functions performed for some larger structure. For example, armies have the goal of winning possible military engagements. The fulfillment of this goal is a function performed for the larger political structure, which has functional requirements of defense and conquest. I exclude from organizations many types of groups which have multiple purposes (or which perform multiple functions for larger systems, whether these are anyone's purposes or not), such as families, geographical communities, ethnic groups, or total societies. 1 also exclude social arrangements built up on the spur of the moment to achieve some specific short-run purpose. For instance, I will not consider a campaign committee for some political candidate as an “organization,” although a political party would definitely meet the criterion of continuous functioning and relatively specific purposes.
Four prominent tactics used by sports organizations in the United States to increase ticket sales are discussed. Each of them is underpinned by the concepts of either price discrimination or social exchange theory. Differential pricing is usually based on quality of the opposing team, time or place. Flexible season ticket packaging enables fans to select from an array of mini-season packages instead of being required to purchase a season ticket for all the games. Money-back guarantees are a promise to refund the purchase price to dissatisfied patrons. Web-based ticketing facilitates both the pre-purchasing of tickets and the creation of a secondary market for the resale of already purchased tickets.
Investigates the processes in organizations that underlie the liability of newness--i.e., the higher propensity of younger organizations to die. Whether the liability of newness is due primarily to external factors or internal processes is examined by analyzing the event histories of organizational death. The theoretical arguments underlying this study are developed using data gathered from 389 voluntary social service organizations that came into existence in Toronto, Canada during 1970 to 1980; activity data was gathered through 1982. Results suggest that the acquisition of external legitimacy, including the establishment of supportive exchange relationships with external stakeholders, is related to a significant reduction in the hazard of death. In addition, it is shown that organizations that are not externally legitimated have either a constant hazard of death that does not decline with firm age or an increasing probability. Finally, it is demonstrated that most internal organizational changes are unrelated to the death rate. (SFL)
Tobacco companies have started to position themselves as good corporate citizens. The effort towards CSR engagement in the
tobacco industry is not only heavily criticized by anti-tobacco NGOs. Some opponents such as the the World Health Organization
have even categorically questioned the possibility of social responsibility in the tobacco industry. The paper will demonstrate
that the deep distrust towards tobacco companies is linked to the lethal character of their products and the dubious behavior
of their representatives in recent decades. As a result, tobacco companies are not in the CSR business in the strict sense.
Key aspects of mainstream CSR theory and practice such as corporate philanthropy, stakeholder collaboration, CSR reporting
and self-regulation, are demonstrated to be ineffective or even counterproductive in the tobacco industry. Building upon the
terminology used in the leadership literature, the paper proposes to differentiate between transactional and transformational
CSR arguing that tobacco companies can only operate on a transactional level. As a consequence, corporate responsibility in
the tobacco industry is based upon a much thinner approach to CSR and has to be conceptualized with a focus on transactional
integrity across the tobacco supply chain.
Providing a complete portal to the world of case study research, the Fourth Edition of Robert K. Yin's bestselling text Case Study Research offers comprehensive coverage of the design and use of the case study method as a valid research tool. This thoroughly revised text now covers more than 50 case studies (approximately 25% new), gives fresh attention to quantitative analyses, discusses more fully the use of mixed methods research designs, and includes new methodological insights. The book's coverage of case study research and how it is applied in practice gives readers access to exemplary case studies drawn from a wide variety of academic and applied fields.Key Features of the Fourth Edition Highlights each specific research feature through 44 boxed vignettes that feature previously published case studies Provides methodological insights to show the similarities between case studies and other social science methods Suggests a three-stage approach to help readers define the initial questions they will consider in their own case study research Covers new material on human subjects protection, the role of Institutional Review Boards, and the interplay between obtaining IRB approval and the final development of the case study protocol and conduct of a pilot case Includes an overall graphic of the entire case study research process at the beginning of the book, then highlights the steps in the process through graphics that appear at the outset of all the chapters that follow Offers in-text learning aids including 'tips' that pose key questions and answers at the beginning of each chapter, practical exercises, endnotes, and a new cross-referencing tableCase Study Research, Fourth Edition is ideal for courses in departments of Education, Business and Management, Nursing and Public Health, Public Administration, Anthropology, Sociology, and Political Science.
An effort is made to integrate the research literatures of business policy and organizational sociology as they concern organizational mortality. The previous empirical studies of organizational mortality are reviewed and considered in light of current theoretical arguments. Three stochastic models are developed to test hypotheses concerning organizational mortality: the constant rate model, the Gompertz model, and Makeham's Law. The parameters of these models are estimated for 52 sets of data on organizational mortality. The findings show that Makeham's Law is the best-fitting model, although its estimation requires data with low levels of censoring. Substantively, the findings show strong support for Stinchombe's liability-of-newness hypothesis [A. L. Stinchcombe (1965), “Organizations and social structure,” in Handbook of Organizations (J. G. March, Ed.), pp. 153–193, Rand McNally, Chicago].
Trends: Beating the scalpers. The Press-Enterprise. p. C01
- De Atley
De Atley, R. K. (2004). Trends: Beating the scalpers. The Press-Enterprise. p. C01. Retrieved April 17, 2008 from LexisNexis Academic database.
FisherNFL will pick official ticket reseller [Electronic version]Sports Business
- D Kaplane
Kaplan, D., & Fisher, E. (2007). NFL will pick official ticket reseller [Electronic version]. Sports Business Journal Retrieved June 30, 2008, from http://www.sportsbu-sinessjournal.com/article/56849.
Concert tickets get set aside, marked up by artists, managers. The Wall Street Journal
- E Smith
Smith, E. (2009). Concert tickets get set aside, marked up by artists, managers. The Wall Street Journal (Eastern edition) p. B1. Retrieved March 18, 2009, from ProQuest database.
Ticket resellers aim to be top draws: Dot-coms that hawk tickets for events like the Super Bowl are battling each other – and giant eBay – to be the No. 1 spot for buyers Qualitative research and case study applications in education
- S Lacy
Lacy, S. (2005). Ticket resellers aim to be top draws: Dot-coms that hawk tickets for events like the Super Bowl are battling each other – and giant eBay – to be the No. 1 spot for buyers. Business Week Online Retrieved April 17, 2008, from InfoTrac OneFile database. Merriam, S. B. (1998). Qualitative research and case study applications in education. San Francisco: Jossey-Bass.
Sporting dystopias: The making and meanings of urban sport cultures More than just a game? Corporate social responsibility and Super Bowl XL
- R Andrews
- R L Pitter
- K Irwin
- R Wolfe
Andrews, R. Pitter, & R. L. Irwin (Eds.), Sporting dystopias: The making and meanings of urban sport cultures (pp. 95–116). Albany, NY: State University of New York Press. Babiak, K., & Wolfe, R. (2006). More than just a game? Corporate social responsibility and Super Bowl XL. Sport Marketing Quarterly, 15(4), 214–222.
StubHub's ticket to ride: Web site conceived in school is now a leader in hawking access to sold-out events
- Stecklow
Stecklow, S. (2006). StubHub's ticket to ride: Web site conceived in school is now a leader in hawking access to sold-out events. The Wall Street Journal (Eastern edition) p. B1. Retrieved March 6, 2006, from ProQuest database.
Integrating primary, secondary markets can benefit team, fans [Electronic version]
- Drayer
Drayer, J. (2009). Integrating primary, secondary markets can benefit team, fans [Electronic version]. Sports Business Journal Retrieved August 31, 2009 from http:// www.sportsbusinessjournal.com/article/61374.
Secondary ticketing [Electronic version]
- Fisher
Fisher, E. (2005). Secondary ticketing [Electronic version]. Sports Business Journal Retrieved March 6, 2006, from http://www.sportsbusinessjournal.com/article/47662.
Ticket overload [Electronic version]. Sports Business Journal
- E Fisher
Fisher, E. (2009). Ticket overload [Electronic version]. Sports Business Journal Retrieved August 31, 2009, from http://www.sportsbusinessjournal.com/article/62451.
Interviewing for case study research
- Amis
Ticket resellers aim to be top draws: Dot-coms that hawk tickets for events like the Super Bowl are battling each other – and giant eBay – to be the No. 1 spot for buyers
- Lacy
Concert tickets get set aside, marked up by artists, managers
- Smith
A stochastic model of organizational mortality: Review and reanalysis
- Carroll
Ticket overload [Electronic version]
- Fisher
NFL will pick official ticket reseller [Electronic version]
- Kaplan
Electronic version]Sports Business
- E Fishersecondary
HouseOrganizational legitimacy and the liability of newnessAdministrative Science Quarterly311986171193
- J V J Singhd
- J Tuckerr
s ticket to ride: Web site conceived in school is now a leader in hawking access to sold-out eventsThe
- S Stecklowstubhub
LangleyThe dynamics of collective leadership and strategic change in pluralistic organizationsAcademy of Management
- J L Denisl
- Lamothea
Academic Search Premier database
- R Waddellhot
HuyHow entrepreneurs use symbolic management to acquire resourcesAdministrative Science Quarterly52200770105
- C N Zottq
HannanThe liability of newness: Age dependence in organizational death ratesAmerican Sociological Review4851983692710
- J R Freemang
- T Carrollm
FiolFools rush in? The institutional context of industry creationAcademy of Management Review1941994645670
- H E M Aldrichc