Description

This special issue of the "Journal of Sport Management" challenges sport managers and sport management researchers to think beyond what sport is today and imagine what it might become tomorrow. The contributors suggest new methods for promoting social change in sport and provide springboards for further development of theories and models of sport management. The articles-explore the redesign of sport systems,

-examine solutions to the inequities in sport service delivery,

-raise important issues about the role of knowledge in the empowerment of managers and clients,

-suggest the value of incorporating both qualitative and quantitative methods in action research,

-challenge traditional distinctions between applied and basic research,

-demonstrate the merit of case-based research, and

-illustrate the usefulness of collaboration between researchers and their subjects.