Muutke küpsiste eelistusi

Torkildsen's Sport and Leisure Management 7th edition [Pehme köide]

Edited by (Sheffield Hallam University, UK), Edited by (Sheffield Hallam University, UK), Edited by (Sheffield Hallam University, UK)
  • Formaat: Paperback / softback, 490 pages, kõrgus x laius: 246x174 mm, kaal: 1000 g, 48 Tables, color; 50 Line drawings, color; 3 Halftones, color; 53 Illustrations, color
  • Ilmumisaeg: 01-Nov-2022
  • Kirjastus: Routledge
  • ISBN-10: 0367423332
  • ISBN-13: 9780367423339
Teised raamatud teemal:
Torkildsen's Sport and Leisure Management 7th editionSuurem pilt
  • Formaat: Paperback / softback, 490 pages, kõrgus x laius: 246x174 mm, kaal: 1000 g, 48 Tables, color; 50 Line drawings, color; 3 Halftones, color; 53 Illustrations, color
  • Ilmumisaeg: 01-Nov-2022
  • Kirjastus: Routledge
  • ISBN-10: 0367423332
  • ISBN-13: 9780367423339
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9780367423339.html
Märksõnad:
For nearly 40 years Torkildsens Sport and Leisure Management has been the most comprehensive and engaging introduction to sport and leisure management available to students at all levels. Now in its seventh edition, it is still the only textbook that covers all the key topics taught within contemporary sport and leisure management courses.

This new edition includes expanded coverage of the practical managerial skills that students must develop if aiming for a career in the sport and leisure industry, from planning and managing people to marketing, entrepreneurship, and the law. It includes four completely new chapters on the global sport and leisure economy, historical development, cross-sector collaboration, and management consultancy, reflecting important developments in contemporary sport and leisure. This edition retains the hallmark strengths of previous editions, including in-depth discussion of the social and cultural context of sport and leisure; full analysis of the public, private, and voluntary sectors; and a review of key products and services. Richly illustrated throughout with up-to-date evidence, data, case-studies, and international examples, each chapter also contains a range of useful pedagogical features, such as discussion questions, practical tasks, and structured guides to further reading and resources. This is an important resource for students working in fields such as sport management, sport business, sport development, leisure management, and events management.

Dedicated online resources offer additional teaching and learning material for students and lecturers.

Arvustused

'A comprehensive and extended version of this well-known and highly regarded sport and leisure management textbook, which provides both students and industry professionals with contemporary insights. The constantly evolving leisure and sport discipline is introduced, discussed, and illustrated through a range of impactful case studies and expellers, demonstrating up to date and global challenges to the field. These include the impacts of COVID 19 and ill-conceived environmental practices.'

Dr Hazel Maxwell, Course Coordinator for the Bachelor of Health and Community Care (BHCC) course and Senior Lecturer at the University of Tasmania, Australia

'The 7th edition of Torkildsens Sport and Leisure Management is a timely update on this classic, comprehensive text. It provides a good introduction to the subject, covering all the important areas. Students will enjoy reading and learning from the many examples throughout the book.'

Assistant Professor Leng Ho Keat, National Institute of Education - Physical Education & Sports Science, Nanyang Technological University, Singapore

List of Figures
xvii
List of Tables
xix
List of Case Studies
xxi
List of Contributors
xxiii
Preface xxiv
Acknowledgements xxvi
Part I Introducing Sport and Leisure Management
1(82)
1 Introduction to Sport and Leisure
3(18)
1.1 Introduction
4(2)
1.2 Why Manage Leisure?
6(3)
1.2.1 Defining Management
7(1)
1.2.2 The Sport and Leisure Services to be Managed
8(1)
1.3 The Structure of this Book
9(3)
1.3.1 Part I: Concepts and Trends
9(1)
1.3.2 Part II: Sport and Leisure Provision
10(1)
1.3.3 Part III: Management Skills and Techniques
11(1)
1.4 Key Definitions
12(1)
1.5 Defining Sport
13(1)
1.6 Defining Leisure
14(2)
1.6.1 Leisure as Time
15(1)
1.6.2 Leisure as Activity
15(1)
1.6.3 Leisure as a State of Being
16(1)
1.7 The `Pleisure' Principle
16(3)
1.7.1 From `Pleisure' Principles to Leisure Management Actions
18(1)
1.8 Conclusions
19(2)
Structured Guide to Further Reading
20(1)
References
20(1)
2 Sport and Leisure: A Historical Perspective
21(12)
2.1 Introduction
22(1)
2.1.1 History as a Social Construct?
23(1)
2.2 Quest for Excitement
23(5)
2.2.1 The Emergence of Leisure
25(1)
2.2.2 Industrialisation
26(1)
2.2.3 Work
27(1)
2.3 Pay
28(5)
2.3.1 New Leisure?
29(1)
2.3.2 The Welfare State
30(1)
2.3.3 Consumer Society and Leisure
31(1)
2.3.4 Conclusion
31(1)
Structured Guide to Further Reading
32(1)
References
32(1)
3 Trends in the Sport and Leisure Industry
33(28)
3.1 Introduction
34(1)
3.2 General Leisure Trends
35(11)
3.2.1 Leisure Participation
35(7)
3.2.2 Leisure Spending
42(2)
3.2.3 Leisure Time
44(1)
3.2.4 Changes in Leisure
45(1)
3.3 Leisure at Home
46(2)
3.4 Leisure Away from Home
48(7)
3.5 General Demographic and Socio-Economic Trends
55(3)
3.5.1 Growing and Ageing Populations
55(1)
3.5.3 Social Structures
56(1)
3.5.4 Ethnic Diversity
57(1)
3.6 Conclusions
58(3)
Structured Guide to Further Reading
58(1)
Useful Websites
58(1)
References
58(3)
4 People's Needs and Leisure Demand
61(22)
4.1 Introduction
62(1)
4.2 Needs, Wants, and Demand
63(1)
4.3 Needs, Drives, and Motivation
63(2)
4.4 Do Leisure Needs Exist?
65(2)
4.5 Social Needs
67(3)
4.5.1 Normative Needs and Leisure
67(1)
4.5.2 Felt Needs and Leisure
67(1)
4.5.3 Expressed Needs and Leisure
68(1)
4.5.4 Comparative Needs and Leisure
68(1)
4.5.5 Created Needs and Leisure
68(1)
4.5.6 False Needs and Leisure
68(1)
4.5.7 Changing Needs in Leisure
69(1)
4.6 Sport and Leisure Participation
70(1)
4.7 What Factors Influence Leisure Participation?
71(8)
4.7.1 Personal and Family Influences
73(3)
4.7.2 Social and Circumstantial Factors
76(2)
4.7.3 Opportunity and Leisure Participation
78(1)
4.8 The Influence of Planning and Management on Leisure Participation
79(1)
4.9 Conclusions
80(3)
Structured Guide to Further Reading
81(1)
Useful Websites
81(1)
References
81(2)
Part II Sport and Leisure Provision
83(164)
5 Government, Sport, and Leisure (Public)
85(22)
5.1 Introduction
86(5)
5.1.1 Central Government
86(1)
5.1.2 Non-Departmental Public Bodies
87(2)
5.1.3 Local Authorities
89(2)
5.2 The Development of and Rationale for Public Sector Leisure Services
91(9)
5.2.1 The First 100 Years: Mid-Nineteenth Century to Mid-Twentieth Century
92(1)
5.2.2 Post-Second World War Initiatives
93(1)
5.2.3 The 1960s: An Age of Leisure Enlightenment
93(1)
5.2.4 The 1970s and Local Government Reorganisation
94(1)
5.2.5 The 1980s and Compulsory Competitive Tendering
94(6)
5.3 The Links between Central Government and Local Government
100(1)
5.4 The National Lottery
101(4)
5.5 Conclusions
105(2)
Structured Guide to Further Reading
105(1)
Useful Websites
106(1)
References
106(1)
6 Sport and Leisure Provision in the Commercial Sector (Private)
107(20)
6.1 Introduction
108(1)
6.2 The Commercial Leisure Sector: An Overview
109(1)
6.3 Commercial Sector Objectives
109(1)
6.4 The Size Structure of Commercial Leisure Companies
110(1)
6.5 Globalisation
111(1)
6.6 Key Drivers for the Commercial Leisure Business
112(3)
6.6.1 Time
112(1)
6.6.2 Money
112(1)
6.6.3 Government Regulation
113(1)
6.6.4 Technology
114(1)
6.7 Commercial Leisure Industries: A Review
115(9)
6.7.1 Eating and Drinking Out
115(1)
6.7.2 Betting and Gambling
116(2)
6.7.3 Sport
118(4)
6.7.4 Cinema and Theatre
122(1)
6.7.5 Leisure Parks
122(1)
6.7.6 Nightclubs
123(1)
6.7.7 Theme Parks
123(1)
6.8 Conclusions
124(3)
Structured Guide to Further Reading
125(1)
Useful Websites
125(1)
References
125(2)
7 Sport and Leisure Provision in the Third Sector (Voluntary)
127(24)
7.1 Introduction
128(1)
7.2 The Scale and Scope of Volunteering
129(4)
7.3 Who Are the Volunteers?
133(3)
7.3.1 Gender
133(1)
7.3.2 Age
133(1)
7.3.3 Ethnicity
133(1)
7.3.4 Education and Income
133(3)
7.4 The Nature of Volunteering
136(3)
7.5 Benefits of Volunteering and Problems for Volunteers
139(2)
7.6 Barriers to and Incentives for Volunteering
141(1)
7.7 Third Sector Organisations
142(4)
7.7.1 Implications for Managers
145(1)
7.8 Charitable Status
146(1)
7.8.1 Advantages and Disadvantages of Charitable Status
146(1)
7.9 Government and the Third Sector
147(1)
7.10 Conclusions
148(3)
Structured Guide to Further Reading
149(1)
Useful Websites
149(1)
References
149(2)
8 Cross-Sector Collaboration
151(18)
8.1 Introduction
152(1)
8.2 The Need for Cross-Sector Collaborations
152(1)
8.3 Wicked Problems Cannot Be Managed by One Organisation
153(1)
8.4 Building Innovation
154(1)
8.5 Better Access to More Resources
154(1)
8.6 Success Factors of Cross-Sector Collaborations
155(1)
8.7 Purpose
156(1)
8.8 Organisational Structure and Leadership
156(1)
8.9 Overcoming Miscommunication
157(1)
8.10 Trust
158(1)
8.11 Dealing with Conflicts
158(2)
8.12 (Process) Evaluation
160(1)
8.13 The Five-Step Model of Cross-Sector Collaborations
160(3)
8.14 Case: Vital Cities -- Application of the Five-Step Model of Cross-Sector Collaborations
163(2)
8.15 What Comes Next?
165(4)
References
166(3)
9 Sport, Physical Recreation, and Physical Activity
169(22)
9.1 Introduction
170(1)
9.2 The Importance of Sport
171(2)
9.2.1 Politics and Globalisation
171(1)
9.2.1 Economic and Social Importance
172(1)
9.3 Provision for Sport, Physical Activity, and Physical Recreation
173(3)
9.3.1 Facilities
173(2)
9.3.2 Voluntary Clubs
175(1)
9.4 Participation in Sport and Physical Activities
176(7)
9.5 The Administration of Sport in the UK
183(2)
9.5.1 National Organisations
184(1)
9.5.2 Regional Organisations
185(1)
9.5.3 Local Organisations
185(1)
9.6 Why Are Sport, Physical Activity, and Physical Recreation Important?
185(3)
9.7 Conclusions
188(3)
Structured Guide to Further Reading
188(1)
Useful Websites
189(1)
References
189(2)
10 Leisure in the Home
191(18)
10.1 Introduction
192(1)
10.2 Spending on Leisure in the Home
193(1)
10.3 Changes in the Home Leisure Market
194(2)
10.4 Reading
196(2)
10.5 Home Entertainment
198(5)
10.5.1 Television
198(2)
10.5.2 Radio and Podcasts
200(1)
10.5.3 Format Wars
200(1)
10.5.4 Listening to Music
201(1)
10.5.5 Computers and Electronic Games
201(2)
10.6 House and Garden
203(1)
10.6.1 DIY and Gardening
203(1)
10.7 Hobbies and Pastimes
204(2)
10.7.1 Photography
204(1)
10.7.2 Owning Pets
205(1)
10.7.3 Arts and Crafts
206(1)
10.8 Gambling
206(1)
10.9 Conclusions
207(2)
Structured Guide to Further Reading
208(1)
Useful Websites
208(1)
References
208(1)
11 Planning for Sport and Leisure
209(20)
11.1 Introduction
210(1)
11.2 The Role of Government in Planning
211(1)
11.3 Key Planning Processes
212(5)
11.3.1 Planning Policy Statements/Guidance
212(1)
11.3.2 Assessment of Needs and Opportunities
212(1)
11.3.3 Planning for Sport Guidance
212(1)
11.3.4 Playing Fields Policy
213(1)
11.3.5 Planning Applications
213(1)
11.3.6 Planning Techniques
213(1)
11.3.7 Standards of Provision
214(1)
11.3.8 Hierarchy of Provision
215(2)
11.3.9 Spatial Analysis
217(1)
11.4 Expressed Demand and Demand Forecasting
217(5)
11.4.1 Time Series
218(1)
11.4.2 Regression Analysis
218(1)
11.4.3 Cohort Analysis
218(1)
11.4.4 Latent Demand
219(1)
11.4.5 Public Consultation
219(1)
11.4.6 Community Surveys
219(1)
11.4.7 Leisure Facility User Surveys
220(1)
11.4.8 Surveys of Clubs, Societies, and Organisations
220(1)
11.4.9 Public Meetings
220(1)
11.4.10 Working Parties
221(1)
11.4.11 Stakeholder Interviews
221(1)
11.4.12 Focus Groups
221(1)
11.4.13 Other Consultations
222(1)
11.4.14 Matrix Analysis
222(1)
11.4.15 Social Area/Need Index
222(1)
11.5 Facilities Planning Model
222(1)
11.6 U-Plan System
223(1)
11.7 A Ten-Stage Leisure Planning Process
223(2)
11.8 Conclusions
225(4)
Structured Guide to Further Reading
226(1)
Useful Websites
226(1)
Reference
227(2)
12 Global Economics of Sport and Leisure
229(18)
12.1 Introduction
230(1)
12.2 The Economics of Sport
230(2)
12.3 The Development of the Global Sport Market
232(1)
12.4 Broadcasting
233(4)
12.5 Sponsorship
237(3)
12.6 Government Intervention in the Sport Market
240(2)
12.7 Conclusion
242(5)
References
243(4)
Part III Functions of Sport and Leisure Management
247(235)
13 Managing People in Sport and Leisure
249(32)
13.1 Introduction
251(2)
13.1.1 Sport and Leisure Employment
252(1)
13.2 The Importance of Staff Training and Development
253(1)
13.2.1 The Need for a Coherent Training Structure
253(1)
13.3 Leadership and Decision-Making
254(8)
13.3.1 Leadership Styles
257(1)
13.3.2 Team Building
258(2)
13.3.3 Management Communication
260(1)
13.3.4 Coaching, Mentoring, and Motivational Leadership
261(1)
13.4 The Impact and Importance of Organisational Structure
262(9)
13.4.1 The Need for Appropriate Structures
262(4)
13.4.2 The Principles of Management that Affect Staffing
266(5)
13.5 Formal and Informal Organisations
271(6)
13.5.1 Designing Formal Structures
272(2)
13.5.2 Departmental Structures
274(1)
13.5.3 Different Organisation Structures
274(3)
13.6 Conclusions
277(4)
References
278(3)
14 Marketing of Sport and Leisure
281(26)
14.1 Introduction
282(1)
14.1.1 The Concept of Social Marketing
283(1)
14.2 The Marketing Planning Process
283(1)
14.3 Organisational Vision, Mission, and Objectives
283(1)
14.4 Understanding Customers
284(4)
14.4.1 Consumer Behaviour
285(1)
14.4.2 Market Segmentation
286(1)
14.4.3 Customer Relationships
287(1)
14.5 Analysing Internal and External Environments
288(4)
14.5.1 SWOT
289(1)
14.5.2 Marketing Objectives and Strategies
289(1)
14.5.3 Strategic Positioning
290(1)
14.5.4 The Boston Matrix
290(1)
14.5.5 The Ansoff Matrix
291(1)
14.6 The Marketing Mix
292(10)
14.6.1 The Sport and Leisure Product
293(1)
14.6.2 Brands
294(1)
14.6.3 Pricing
295(1)
14.6.4 Place
296(2)
14.6.5 Promotion
298(1)
14.6.6 Personal Selling
299(1)
14.6.7 Advertising
299(1)
14.6.8 Incentives
300(1)
14.6.9 Publicity
301(1)
14.6.10 People
301(1)
14.6.11 Physical Evidence
302(1)
14.6.12 Process
302(1)
14.7 Sponsorship
302(2)
14.8 Key Issues in Sponsorship Management
304(1)
14.9 Conclusions
305(2)
Structured Guide to Further Reading
305(1)
Useful Websites
305(1)
References
306(1)
15 Programming Sport and Leisure Services and Facilities
307(26)
15.1 Introduction
308(4)
15.2 What Constitutes a Programme?
312(1)
15.3 Programme Classification
313(1)
15.4 Planning Strategies for Sport and Leisure Programming
314(2)
15.5 Specific Approaches to Programming
316(3)
15.6 Programme Planning
319(3)
15.6.1 Co-Ordinating the Approaches to Programming
320(1)
15.6.2 Targeting Specific Groups
320(2)
15.7 Programming Leisure Centres
322(2)
15.8 Programming Stages
324(4)
15.8.1 Interpret Policy, Establish Aims and Objectives
324(1)
15.8.2 Assess Current and Potential Needs and Demands
325(1)
15.8.3 Assess Organisational Resources
325(1)
15.8.4 Set Objectives
325(1)
15.8.5 Plan the Programme
326(1)
15.8.6 Implement and Manage the Programme
326(1)
15.8.7 Evaluate the Programme
327(1)
15.8.8 Modify the Programme Appropriately
328(1)
15.9 Monitoring and Evaluation
328(1)
15.9.1 Monitoring
328(1)
15.9.2 Evaluation
328(1)
15.10 Learning from Past Mistakes
329(1)
15.11 Conclusions
330(3)
Structured Guide to Further Reading
331(1)
Useful Websites
331(1)
References
331(2)
16 Quality and Performance Management in Sport and Leisure
333(26)
16.1 Introduction
334(2)
16.2 Total Quality Management
336(2)
16.3 Quality Frameworks
338(1)
16.3.1 The European Foundation for Quality Management Excellence Model
338(1)
16.3.2 Culture and Sport Improvement Toolkit (CSIT)
339(1)
16.4 Quality Awards Schemes
339(5)
16.4.1 British and International Standards
340(1)
16.4.2 Customer Service Excellence
340(1)
16.4.3 Investors in People
341(1)
16.4.4 Investors in Excellence
341(1)
16.4.5 Quest
342(1)
16.4.6 Quality Awards and the Performance of Leisure Facilities
342(2)
16.5 Performance Management Principles
344(4)
16.5.1 Objectives
344(1)
16.5.2 Performance
345(1)
16.5.3 Performance Indicators
346(2)
16.6 Private, Commercial Sector
348(2)
16.7 Public Sector
350(1)
16.8 Targets
351(1)
16.9 The Balanced Scorecard
351(1)
16.10 Benchmarking
351(1)
16.11 CERM Performance Indicators
352(1)
16.12 APSE Performance Networks
353(1)
16.13 Sport England's National Benchmarking Service
353(1)
16.14 Benefits of Benchmarking
354(1)
16.15 Conclusions
355(4)
Structured Guide to Further Reading
356(1)
Useful Websites
357(1)
References
357(2)
17 Financial Management in Sport and Leisure
359(26)
17.1 Introduction
360(1)
17.2 Key Terminology
361(1)
17.3 The Importance of Financial Management
362(2)
17.4 The Users of Financial Information
364(1)
17.5 Statutory Requirements for Sport and Leisure
365(1)
17.6 The Financial Statements
366(6)
17.6.1 The Income Statement: A Measurement of Financial Performance
367(2)
17.6.2 The Balance Sheet: A Measurement of Financial Position
369(3)
17.6.3 The Cash Flow Statement
372(1)
17.7 The Value of Management Accounts
372(2)
17.8 Planning and Budgeting
374(8)
17.8.1 The Budgeting Process
375(1)
17.8.2 Budgetary Control
375(1)
17.8.3 Continuation Budgets
375(3)
17.8.4 Zero-Based Budgets
378(2)
17.8.5 Analysing Budgets
380(2)
17.9 Performance Analysis
382(1)
17.10 Conclusions
382(3)
Structured Guide to Further Reading
383(1)
Useful Websites
383(1)
References
384(1)
18 Enterprise and Entrepreneurship in Sport and Leisure
385(22)
18.1 Introduction
386(1)
18.2 Enterprising Individuals
387(4)
18.3 Evaluating the Current Business Position
391(1)
18.4 Strategies for Improving the Business
392(4)
18.4.1 Financing Commercial Enterprise
395(1)
18.4.2 Financing Social Enterprise
396(1)
18.5 Business Planning
396(7)
18.5.1 Financial Plans
399(1)
18.5.2 Planning for and Managing Risks
400(1)
18.5.3 Practicalities
401(2)
18.6 Enterprise Failures
403(1)
18.7 Conclusions
403(4)
Structured Guide to Further Reading
404(1)
Useful Websites
405(1)
References
405(2)
19 Law and Leisure Management
407(24)
19.1 Introduction
408(1)
19.2 Negligence
409(5)
19.2.1 Duty of Care
410(1)
19.2.2 Breach of Duty
410(4)
19.3 Occupiers Liability
414(3)
19.4 Vicarious Liability
417(1)
19.5 Working with Children
418(1)
19.6 Negligence Liability in School Sports
419(2)
19.7 Employment Law Issues
421(2)
19.7.1 The Employment Process
421(1)
19.7.2 Discrimination
422(1)
19.7.3 Termination of Contract
422(1)
19.8 Risk Management -- Health and Safety
423(4)
19.8.1 Health and Safety at Work. etc. Act, 1974
424(2)
19.8.2 Risk Assessment Guidance
426(1)
19.9 Conclusion
427(4)
References
428(3)
20 The Importance and Management of Events
431(28)
20.1 Introduction
433(1)
20.2 What Are Events?
433(1)
20.3 The Importance of Events
434(4)
20.4 Event Owners, Promoters, and Managers
438(1)
20.5 The Purpose of Events
439(8)
20.5.1 Socio-Cultural Objectives
439(2)
20.5.2 Political Objectives
441(1)
20.5.3 Development Objectives
442(1)
20.5.4 Economic Objectives
443(1)
20.5.5 Environmental Objectives
444(1)
20.5.6 Regeneration Objectives
445(1)
20.5.7 Physical Build or Renewal Objectives
446(1)
20.6 The Event Planning Process
447(8)
20.6.1 Objectives
448(1)
20.6.2 Concept
449(1)
20.6.3 Feasibility
450(2)
20.6.4 Proceed
452(1)
20.6.5 Bidding
452(1)
20.6.6 Implementation Planning
452(1)
20.6.7 Event Implementation
453(1)
20.6.8 Handover
454(1)
20.6.9 Evaluation
454(1)
20.6.10 Feedback
455(1)
20.7 Conclusions
455(4)
References
455(4)
21 Management Consulting in the Sport and Leisure Industry
459(23)
21.1 Introduction
460(1)
21.2 Overview of the Management Consulting Industry
461(3)
21.3 Size of the UK Management Consulting Industry
464(2)
21.4 The Structure of the UK Management Consulting Industry
466(1)
21.5 Roles Played by Management Consultants
467(5)
21.6 The Management Consulting Process
472(2)
21.7 Public Sector Clients in the Sport and Leisure Sector
474(3)
21.8 The Skills Required by Management Consultants
477(1)
21.9 Career Opportunities with Management Consulting?
477(2)
21.10 The Future of the UK Management Consulting Industry
479(3)
21.10.1 The Work Undertaken by the Consultant to Meet the Council's Requirements
481(1)
21.10.2 The Deliverable
481(1)
21.10.3 Timescales for the Completion of This Project
481(1)
21.10.4 Completion of the Contract
482(1)
Structured Guide to Further Reading
482(1)
Useful Websites
482(1)
Reference 482(3)
Index 485
Rob Wilson is Head of Department in Sheffield Business Schools Department of Finance, Accounting, and Business Systems and a member of the Social and Economic Research Institute at Sheffield Hallam University, UK, specialising in the finance and economics of the sport business industry.

Chris Platts is a Senior Lecturer in sport based in the Academy of Sport and Physical Activity at Sheffield Hallam University, UK. He undertook a PhD that explored the education and welfare provisions on offer for young professional footballers who sign as scholars between the ages of 16 and 18.

Daniel Plumley is Principal Lecturer in the Department of Finance, Accounting, and Business Systems in the Sheffield Business School at Sheffield Hallam University, UK. His subject specialism is the finance of sport and leisure.