Catalogue Search | MBRL
Are you sure you want to remove the book from the shelf?
{{itemTitle}}
10
result(s) for
"Hamil, Sean"
Sort by:
Who owns football? : the governance and management of the club game worldwide
\"The commercialisation of football in Europe since the 1990s has had a number of consequences for the game, not all of them beneficial to its wellbeing. The market forces that have defined these developments have impacted upon the financial future of clubs as key social and cultural institutions and some continue to see their existence threatened. The inevitable result is enforced sale of club assets for commercial development; their relocation to towns and cities many miles from their original locale, or the acquisition of clubs by individuals of whose motives many fans are rightly suspicious. In recent years one of the most high profile responses to these developments has been for groups of supporters to join together and purchase ownership of part of the club, or in some cases the entire club, to run it on a non-commercial basis. It mimics the successful membership model deployed by FC Barcelona and upon which entire organisations, like the Gaelic Athletic Association (GAA) has successfully existed for 125 years. This book will explore the background to this movement and its practical outworking by providing individual case studies from several European countries. This book was published as a special issue of Soccer and Society. \" --rear cover.
Book
Gambling in professional sport: the enabling role of “regulatory legitimacy”
Purpose
This study aims to explain why organisations remain vulnerable to financial failure despite increasing financial regulation to improve governance. Using a case study of gambling and regulation in professional football in England, it introduces the concept of “regulatory legitimacy” to show how this enables football clubs to gamble.
Design/methodology/approach
The study quantifies the extent to which football clubs in the Championship of the English Football League (EFL) adopt a conventionally economically irrational decision to run a loss-making budget in the hope of achieving sporting success. The study postulates criteria for evidence of this form of gambling by overspending on playing talent with data from the clubs’ published financial statements. A pay-off matrix is developed to compare the intended and actual outcomes.
Findings
The research finds that this strategy was both prevalent and the most successful to achieve promotion.
Originality/value
This study makes three contributions. The first is the quantification of the prevalence of this form of gambling. The second is the finding that, despite regulations to limit spending on wages, gambling is rational in the non-economic sense because it is almost a necessary strategy to achieve promotion if the club had not been relegated from the Premier League in the previous season. The third contribution is the development of the concept of “regulatory legitimacy” as a way to understand the process through which regulations are implemented yet are ineffective at curbing financial gambling.
Journal Article
The corporate governance of professional football clubs
Professional football clubs in England face serious financial and operational difficulties and challenges. Our survey reveals that less than a quarter of football clubs responding had an internal audit committee. Even where clubs had an audit committee, almost one third of those clubs report there being no regular board review of risk assessment reports. The need to undertake risk assessment is now accepted as part of good corporate governance. The collapse of the ITV Digital agreement, which led to Football League clubs losing significant revenue, forcing some into administration, simply illustrates the reasoning behind the practice (following the Turnbull Report). Football clubs (and the companies that own them) need improved corporate governance practice, financial planning and risk assessment procedures; 76 percent of clubs responded that they would benefit from a guide to good corporate governance and 80 percent that they would find advice on Company Law useful.
Journal Article
Managing Sport
Contemporary sport is shaped by wider society. Today those managing sport must be aware of the broader social and cultural context within which it exists if their effectiveness is to be established and their careers defined. This book is the first of its kind to contextualise the wider social and cultural environment of sport management and explain the key issues and practical implications of this for those working, or intending to find employment, in the field.
Written by a team of leading international experts on sport management, the book explores important topics such as
corporate social responsibility in sport,
race,
gender and sexuality,
sport and the media,
globalisation,
populations with individual needs,
social class,
social capital
social exclusion.
As part of a comprehensive coverage of these and many other social issues, the reader is reminded of the fundamental requirement to properly appreciate the cultural sensitivities of the managerial environment in which they intend to operate.
Each issue is examined from the perspective of the manager or sport practitioner, and each chapter includes a range of useful features, such as case-studies and self-test questions, to encourage the reader to think critically about the role of sport in society and about their own professional practice. This is the first sports management textbook to be based on the thesis that a more socially aware manager is a more effective manager and thus should be regarded as essential reading for all sport management students.
eBook
Barcelona show the Reds how fan power can reap benefits
WHO can blame Manchester United fans for being frustrated that their club's owners, the [Malcolm Glazer] family, had to sell Ronaldo to Real Madrid last summer to cover interest payments on the debt they incurred buying the club in the first place? Particularly after they were knocked out of the Champions League last night by Bayern Munich and their chances of winning the Premier League are seemingly dependent on one player's powers of physical recovery -- Wayne Rooney. Barcelona doesn't have a \"sugar daddy\"; its ownership structure prevents it. And yet it has been the most successful team in Europe over recent years, dominating the Champions League and winning it in 2006 and 2009. So, should its mutual ownership model be imported here as Manchester United's Red Knights claim? There are certainly similarities between [Barca] and the Reds. [Joan Laporta] was elected on a reform agenda on the back of the Blue Elephant fans' protest movement, similar to the current Green & Yellow protest led by the Manchester United Supporters Trust (itself a fans co-op). Barcelona has been profitable since 2003/2004, and has repaid virtually all its historically-incurred debt. Perhaps Laporta's genius was the way in which he worked with the mutual structure's potential weaknesses in traditional business terms, and turned them to the club's advantage.
Newspaper Article
The Powers That Buy
Consider the following propositions: Consumer power is one of the most potent social forces of our time. The responsibility of the company will be one of the great issues of the 90s. Unlikely? Absurd? Richard Adams and Sean Hamil explain why
Magazine Article
Baseline representativeness of patients in clinics enrolled in the PRimary care Opioid Use Disorders treatment (PROUD) trial: comparison of trial and non-trial clinics in the same health systems
Background
Pragmatic primary care trials aim to test interventions in “real world” health care settings, but clinics willing and able to participate in trials may not be representative of typical clinics. This analysis compared patients in participating and non-participating clinics from the same health systems at baseline in the PRimary care Opioid Use Disorders treatment (PROUD) trial.
Methods
This observational analysis relied on secondary electronic health record and administrative claims data in 5 of 6 health systems in the PROUD trial. The sample included patients 16–90 years at an eligible primary care visit in the 3 years before randomization. Each system contributed 2 randomized PROUD trial clinics and 4 similarly sized non-trial clinics. We summarized patient characteristics in trial and non-trial clinics in the 2 years before randomization (“baseline”). Using mixed-effect regression models, we compared trial and non-trial clinics on a baseline measure of the primary trial outcome (clinic-level patient-years of opioid use disorder (OUD) treatment, scaled per 10,000 primary care patients seen) and a baseline measure of the secondary trial outcome (patient-level days of acute care utilization among patients with OUD).
Results
Patients were generally similar between the 10 trial clinics (
n
= 248,436) and 20 non-trial clinics (
n
= 341,130), although trial clinics’ patients were slightly younger, more likely to be Hispanic/Latinx, less likely to be white, more likely to have Medicaid/subsidized insurance, and lived in less wealthy neighborhoods. Baseline outcomes did not differ between trial and non-trial clinics: trial clinics had 1.0 more patient-year of OUD treatment per 10,000 patients (95% CI: − 2.9, 5.0) and a 4% higher rate of days of acute care utilization than non-trial clinics (rate ratio: 1.04; 95% CI: 0.76, 1.42).
Conclusions
trial clinics and non-trial clinics were similar regarding most measured patient characteristics, and no differences were observed in baseline measures of trial primary and secondary outcomes. These findings suggest trial clinics were representative of comparably sized clinics within the same health systems. Although results do not reflect generalizability more broadly, this study illustrates an approach to assess representativeness of clinics in future pragmatic primary care trials.
Journal Article