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Women's Professional Sports: A Case Study on Practices that Could Increase Their ProfitabilityMcArdle, Danielle H 01 January 2016 (has links)
Women’s professional sports leagues have often been considered a risky business endeavor. Critics cite low attendance, lack of sponsorships, lack of media rights deals, and numerous other reasons for why women’s professional sports leagues are not profitable. In analyzing the current landscape of women’s professional sport leagues, this paper uses a case study approach to develop a strategy that will highlight lessons learned from past women’s professional sports leagues, current professional sports leagues, sponsorship agreements, fans, social, digital, and mobile marketing strategies, and management practices to show how the business of women’s sports could be made into a more profitable endeavor.
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Licence to Talk : Sustainability Managers and their Managerial Realities within the Corporate Sustainability ParadoxEl hajjari Borg, Mounia, Sundberg, Elin January 2021 (has links)
While sustainability-dedicated managers and related titles represent a profession that has hardly existed for more than a decade, it is not surprising that the field of research concentrating on these professionals is in itself relatively new. With an increasing demand for corporations to take their social and environmental responsibility, and a corporate sustainability characterized by tension and paradox, we found it of importance to explore the role and entanglements of these professionals. By analysing 17 in-depth interviews with sustainability-dedicated professionals from the private sector in Sweden, our interpretation is that sustainability managers hold the function of selling sustainability, with talk as their main weapon. Expressly, in the intersection between business-case logics and sustainability logics, sustainability managers have to, above all, make a convincing case for sustainability, inwards and outwards. Therefore, they draw dynamically on different narratives which we conceptualise in three roles: the chameleon, the pragmatic, and the nagging manager. Through these roles, we intend to capture the fluidity with which the managers relate and engage with sustainability, and hence we do not mean to ossify a role’s dynamics within a single, static or stereotypical category. We discuss these findings and concepts to the background of previous studies and existing literature.
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