Stakeholder Management and Sport Facilities: A Case Study of the Emirates Stadium

Geoff Walters, Paul Kitchin

Research output: Book/ReportScholarly edition

Abstract

This case study presents an analysis of how Arsenal Football Club, a leading football club in England, manages different stakeholders in the context of the Emirates Stadium. The objectives of this case study are threefold. First, it identifies different stakeholders of the Emirates Stadium and, using the Mendelow power/interest matrix, considers the different levels of stakeholder power and interest. The second aim of this case study is to illustrate various stakeholder management strategies that Arsenal Football Club has implemented in relation to four stakeholder groups – the London Borough of Islington; local community residents; supporters; and disabled supporters. The third objective is to present a number of best practice recommendations in relation to stakeholder management and sport facility management. While best practice in sport facility management has tended to focus on internal-facing benchmarking this case highlights the importance of successful stakeholder management to achieving success in facility operation. However it notes that the tendency to focus on the qualitative aspects of stadium management through stakeholder consultation cannot be measured by traditional quantitative benchmarks.
LanguageEnglish
Number of pages23
Publication statusPublished - 2009

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Stadium
Stakeholders
Stakeholder management
Football
Clubs
Facilities management
Best practice
Benchmark
Benchmarking
Local communities
England
Management strategy
Residents

Cite this

@book{c6699564e2104f38a7f45b6522c8d834,
title = "Stakeholder Management and Sport Facilities: A Case Study of the Emirates Stadium",
abstract = "This case study presents an analysis of how Arsenal Football Club, a leading football club in England, manages different stakeholders in the context of the Emirates Stadium. The objectives of this case study are threefold. First, it identifies different stakeholders of the Emirates Stadium and, using the Mendelow power/interest matrix, considers the different levels of stakeholder power and interest. The second aim of this case study is to illustrate various stakeholder management strategies that Arsenal Football Club has implemented in relation to four stakeholder groups – the London Borough of Islington; local community residents; supporters; and disabled supporters. The third objective is to present a number of best practice recommendations in relation to stakeholder management and sport facility management. While best practice in sport facility management has tended to focus on internal-facing benchmarking this case highlights the importance of successful stakeholder management to achieving success in facility operation. However it notes that the tendency to focus on the qualitative aspects of stadium management through stakeholder consultation cannot be measured by traditional quantitative benchmarks.",
author = "Geoff Walters and Paul Kitchin",
note = "Reference text: Arsenal Football Club. (2006a). Arsenal Holdings PLC: Statement of Accounts and Annual Report 2005/2006. London: Arsenal. Arsenal Football Club. (2006b). Emirates Stadium Monitoring Programme: Report, July 2006. London: Arsenal. Atkin, B., & Brooks, A. (2003) Total facilities management, (2nd ed.). London: Blackwell. BBC (2008). Real top Man Utd in rich league. Retrieved July 21, 2009, from http://news.bbc.co.uk/2/hi/business/7242490.stm Bitner, M. J. (1992). Servicescapes: The impact of physical surroundings on customers and employees. Journal of Marketing, 56, 57-71. Camp, R. C. (1989). Benchmarking: The search for industry best practices that lead to superior performance. Milwaukee, WI: Quality Press. Deloitte. (2003). Annual Review of Football Finances. Manchester: Deloitte. Deloitte. (2008). Football Money League. Manchester: Deloitte. Deloitte. (2009). Lost in Translation: Football Monday League: Annual Review of Football Finances. Retrieved July 21, 2009, from http://www.deloitte.com/dtt/cda/doc/content/UK_SBG_DeloitteFML2009.pdf Department of Culture, Media and Sport. (2008). Guide to Safety at Sports Grounds, (5th ed.). Retrieved June 19, 2009, from http://www.culture.gov.uk/images/publications/GuidetoSafetyatSportsGrounds.pdf Feurer, R., & Chaharbaghi, K. (1996) Achieving a balanced value system for continuity and change. Management Decision, 33(9), 44-51. Football Economy. (2009). Top 30 European Clubs by Attendances - 2007/08. Retrieved July 21, 2009, from http://www.footballeconomy.com/stats/stats_att_06.htm Forbes. (2009). #3 Arsenal. Retrieved July 21, 2009, from http://www.forbes.com/lists/2009/34/soccer-values-09_Arsenal_340006.html Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston, MA: Pitman. Freeman, R. E. (2006). The Wal-Mart effect and business, ethics and society, Academy of Management Perspectives, August, 37–41. Friedman, A., & Miles, S. (2002). Developing stakeholder theory. Journal of Management Studies, 39(1), 1–22. Giulianotti, R. (2002). Supporters, followers, fans and fl{\^a}neurs: A taxonomy of spectator identities in football, Journal of Sport and Social Issues, 26(1), 25-46. Harrison, J. S., & Freeman, R. E. (1999). Stakeholders, social responsibility and performance: Empirical evidence and theoretical perspectives. Academy of Management Journal, 42(5), 479-487. Jae Ko, Y., & Pastore, D. L. (2004). Current issues and conceptualizations of service quality in the recreation sport industry. Sport Marketing Quarterly, 13, 158-166. Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating strategy into action. Cambridge, MA: Harvard Business School Press. Kincaid, D. G. (1994). Measuring performance in facility management. Facilities, 12(6), 17-20. Laplume, A. O., Sonpar, K. and Litz, R. A. (2008). Stakeholder theory: Reviewing a theory that moves us. Journal of Management, 34(6), 1152-1189. Loosemore, M., & Hsin, Y. Y. (2001). Customer focused benchmarking for facilities management. Facilities, 19(13/14), 464-476. Low, C., & Cowton, C. (2004). Beyond stakeholder engagement: The challenges of stakeholder participation in corporate governance. International Journal of Business Governance and Ethics, 1(1), 45–55. Martin, P. (2007). Football, community and cooperation: A critical analysis of supporter trusts in England. Soccer and Society, 8(4), 636-653. Mendelow, A. (1983). Setting corporate goals and measuring organizational effectiveness – a practical approach. Long Range Planning, 16(1), 70-76. Mendelow, A. L. (1991). Environmental scanning: The impact of the stakeholder concept. In Proceedings from the second international conference on information systems, (pp. 407-418). Cambridge, MA. Mitchell, R., Agle. B., & Wood, D. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 22(4), 853–886. National Association of Disabled Supporters. (2007). State of the Game 2007: Premier League Review. Retrieved June 19, 2009, from http://www.nads.org.uk/downloads/0c92adff0f3fe45eb55f385cf5afda13.pdf Office of Public Sector Information. (2005). Disability Discrimination Act (2005) Retrieved June 19, 2009, from http://www.opsi.gov.uk/Acts/acts2005/ukpga_20050013_en_1 Olander, S., & Landin, A. (2005). Evaluation of stakeholder influence in the implementation of construction projects. International Journal of Project Management, 33(4), 321-328. Phillips, R. (2003). Stakeholder legitimacy. Business Ethics Quarterly, 13(1), 25–41. Post, J., Preston. L., & Sachs, S. (2002). Managing the extended enterprise: The new stakeholder view. California Management Review, 45(1), 6–28. Robinson, L. (1997). Barriers to total quality management in public leisure services. Managing Leisure, 2(1), 17-28. Sashkin, M. & Kiser, K. J. (1993). Total quality management. Seabrook, MD: Ducochon Press. Shakespeare, T. (2006). Disability Rights: Disability Wrongs. London: Routledge. Shilbury, D. (1994) Delivering quality service in professional sport. Sport Marketing Quarterly, 3(1), 29-35. Tapp, A. (2004). The loyalty of football fans – we’ll support you evermore? Journal of Database Marketing and Customer Strategy Management, 11(3), 203-215. Tapp, A., & Clowes J. (2002). From carefree casuals to football anoraks: Segmentation possibilities for football supporters. European Journal of Marketing, 36(11), 1248-1269. Taylor, P., & Godfrey, A. (2003). Performance measurement in English local authority sports facilities. Public Performance and Management Review, 26(3), 251-262). Wakefield, K. L., & Blodgett, J. G., (1994). The importance of servicescapes in leisure service settings. Journal of Services Marketing, 8(3), 66-76. Wakefield, K. L., Blodgett, J. G., & Sloan, H. J. (1996). Measurement and management of the sportscape. Journal of Sport Management, 10, 15-31. Westerbeek, H. M., &Shilbury, D. (1999). Increasing the focus on “place” in the marketing mix for facility dependent sport services. Sport Management Review, 2, 1-23.",
year = "2009",
language = "English",
isbn = "1756-8811",

}

Stakeholder Management and Sport Facilities: A Case Study of the Emirates Stadium. / Walters, Geoff; Kitchin, Paul.

2009. 23 p.

Research output: Book/ReportScholarly edition

TY - BOOK

T1 - Stakeholder Management and Sport Facilities: A Case Study of the Emirates Stadium

AU - Walters, Geoff

AU - Kitchin, Paul

N1 - Reference text: Arsenal Football Club. (2006a). Arsenal Holdings PLC: Statement of Accounts and Annual Report 2005/2006. London: Arsenal. Arsenal Football Club. (2006b). Emirates Stadium Monitoring Programme: Report, July 2006. London: Arsenal. Atkin, B., & Brooks, A. (2003) Total facilities management, (2nd ed.). London: Blackwell. BBC (2008). Real top Man Utd in rich league. Retrieved July 21, 2009, from http://news.bbc.co.uk/2/hi/business/7242490.stm Bitner, M. J. (1992). Servicescapes: The impact of physical surroundings on customers and employees. Journal of Marketing, 56, 57-71. Camp, R. C. (1989). Benchmarking: The search for industry best practices that lead to superior performance. Milwaukee, WI: Quality Press. Deloitte. (2003). Annual Review of Football Finances. Manchester: Deloitte. Deloitte. (2008). Football Money League. Manchester: Deloitte. Deloitte. (2009). Lost in Translation: Football Monday League: Annual Review of Football Finances. Retrieved July 21, 2009, from http://www.deloitte.com/dtt/cda/doc/content/UK_SBG_DeloitteFML2009.pdf Department of Culture, Media and Sport. (2008). Guide to Safety at Sports Grounds, (5th ed.). Retrieved June 19, 2009, from http://www.culture.gov.uk/images/publications/GuidetoSafetyatSportsGrounds.pdf Feurer, R., & Chaharbaghi, K. (1996) Achieving a balanced value system for continuity and change. Management Decision, 33(9), 44-51. Football Economy. (2009). Top 30 European Clubs by Attendances - 2007/08. Retrieved July 21, 2009, from http://www.footballeconomy.com/stats/stats_att_06.htm Forbes. (2009). #3 Arsenal. Retrieved July 21, 2009, from http://www.forbes.com/lists/2009/34/soccer-values-09_Arsenal_340006.html Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston, MA: Pitman. Freeman, R. E. (2006). The Wal-Mart effect and business, ethics and society, Academy of Management Perspectives, August, 37–41. Friedman, A., & Miles, S. (2002). Developing stakeholder theory. Journal of Management Studies, 39(1), 1–22. Giulianotti, R. (2002). Supporters, followers, fans and flâneurs: A taxonomy of spectator identities in football, Journal of Sport and Social Issues, 26(1), 25-46. Harrison, J. S., & Freeman, R. E. (1999). Stakeholders, social responsibility and performance: Empirical evidence and theoretical perspectives. Academy of Management Journal, 42(5), 479-487. Jae Ko, Y., & Pastore, D. L. (2004). Current issues and conceptualizations of service quality in the recreation sport industry. Sport Marketing Quarterly, 13, 158-166. Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating strategy into action. Cambridge, MA: Harvard Business School Press. Kincaid, D. G. (1994). Measuring performance in facility management. Facilities, 12(6), 17-20. Laplume, A. O., Sonpar, K. and Litz, R. A. (2008). Stakeholder theory: Reviewing a theory that moves us. Journal of Management, 34(6), 1152-1189. Loosemore, M., & Hsin, Y. Y. (2001). Customer focused benchmarking for facilities management. Facilities, 19(13/14), 464-476. Low, C., & Cowton, C. (2004). Beyond stakeholder engagement: The challenges of stakeholder participation in corporate governance. International Journal of Business Governance and Ethics, 1(1), 45–55. Martin, P. (2007). Football, community and cooperation: A critical analysis of supporter trusts in England. Soccer and Society, 8(4), 636-653. Mendelow, A. (1983). Setting corporate goals and measuring organizational effectiveness – a practical approach. Long Range Planning, 16(1), 70-76. Mendelow, A. L. (1991). Environmental scanning: The impact of the stakeholder concept. In Proceedings from the second international conference on information systems, (pp. 407-418). Cambridge, MA. Mitchell, R., Agle. B., & Wood, D. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 22(4), 853–886. National Association of Disabled Supporters. (2007). State of the Game 2007: Premier League Review. Retrieved June 19, 2009, from http://www.nads.org.uk/downloads/0c92adff0f3fe45eb55f385cf5afda13.pdf Office of Public Sector Information. (2005). Disability Discrimination Act (2005) Retrieved June 19, 2009, from http://www.opsi.gov.uk/Acts/acts2005/ukpga_20050013_en_1 Olander, S., & Landin, A. (2005). Evaluation of stakeholder influence in the implementation of construction projects. International Journal of Project Management, 33(4), 321-328. Phillips, R. (2003). Stakeholder legitimacy. Business Ethics Quarterly, 13(1), 25–41. Post, J., Preston. L., & Sachs, S. (2002). Managing the extended enterprise: The new stakeholder view. California Management Review, 45(1), 6–28. Robinson, L. (1997). Barriers to total quality management in public leisure services. Managing Leisure, 2(1), 17-28. Sashkin, M. & Kiser, K. J. (1993). Total quality management. Seabrook, MD: Ducochon Press. Shakespeare, T. (2006). Disability Rights: Disability Wrongs. London: Routledge. Shilbury, D. (1994) Delivering quality service in professional sport. Sport Marketing Quarterly, 3(1), 29-35. Tapp, A. (2004). The loyalty of football fans – we’ll support you evermore? Journal of Database Marketing and Customer Strategy Management, 11(3), 203-215. Tapp, A., & Clowes J. (2002). From carefree casuals to football anoraks: Segmentation possibilities for football supporters. European Journal of Marketing, 36(11), 1248-1269. Taylor, P., & Godfrey, A. (2003). Performance measurement in English local authority sports facilities. Public Performance and Management Review, 26(3), 251-262). Wakefield, K. L., & Blodgett, J. G., (1994). The importance of servicescapes in leisure service settings. Journal of Services Marketing, 8(3), 66-76. Wakefield, K. L., Blodgett, J. G., & Sloan, H. J. (1996). Measurement and management of the sportscape. Journal of Sport Management, 10, 15-31. Westerbeek, H. M., &Shilbury, D. (1999). Increasing the focus on “place” in the marketing mix for facility dependent sport services. Sport Management Review, 2, 1-23.

PY - 2009

Y1 - 2009

N2 - This case study presents an analysis of how Arsenal Football Club, a leading football club in England, manages different stakeholders in the context of the Emirates Stadium. The objectives of this case study are threefold. First, it identifies different stakeholders of the Emirates Stadium and, using the Mendelow power/interest matrix, considers the different levels of stakeholder power and interest. The second aim of this case study is to illustrate various stakeholder management strategies that Arsenal Football Club has implemented in relation to four stakeholder groups – the London Borough of Islington; local community residents; supporters; and disabled supporters. The third objective is to present a number of best practice recommendations in relation to stakeholder management and sport facility management. While best practice in sport facility management has tended to focus on internal-facing benchmarking this case highlights the importance of successful stakeholder management to achieving success in facility operation. However it notes that the tendency to focus on the qualitative aspects of stadium management through stakeholder consultation cannot be measured by traditional quantitative benchmarks.

AB - This case study presents an analysis of how Arsenal Football Club, a leading football club in England, manages different stakeholders in the context of the Emirates Stadium. The objectives of this case study are threefold. First, it identifies different stakeholders of the Emirates Stadium and, using the Mendelow power/interest matrix, considers the different levels of stakeholder power and interest. The second aim of this case study is to illustrate various stakeholder management strategies that Arsenal Football Club has implemented in relation to four stakeholder groups – the London Borough of Islington; local community residents; supporters; and disabled supporters. The third objective is to present a number of best practice recommendations in relation to stakeholder management and sport facility management. While best practice in sport facility management has tended to focus on internal-facing benchmarking this case highlights the importance of successful stakeholder management to achieving success in facility operation. However it notes that the tendency to focus on the qualitative aspects of stadium management through stakeholder consultation cannot be measured by traditional quantitative benchmarks.

M3 - Scholarly edition

SN - 1756-8811

BT - Stakeholder Management and Sport Facilities: A Case Study of the Emirates Stadium

ER -