Management Research question: Sports economic theory and management models have frequently been criticized for not sufficiently explaining phenomena in sport management. This article addresses this gap by proposing a conceptual framework that can be used to understand sport management problems and derive appropriate strategies. Research method: The framework proposed in this conceptual article has been developed through a critical review of existing literature on sport management and theoretical considerations based on the service-dominant logic. Results and findings: The sport value framework provides ten foundational premises on value co-creation in sport management and suggests three levels for its analysis. The main contribution is a new and better theoretical basis for explaining phenomena in sport management compared with traditional sport economic thinking. Moreover, the sport value framework provides guidance in structuring research in sport management. Practical implications: The framework encourages researchers and practitioners to rethink their strategies by applying a different logic that captures the complexity of sport management.

Core to developing a general theory of markets, service-dominant (S-D) logic suggests that service is the fundamental basis of exchange (Vargo and Lusch, 2004). In turn, 'Service provision implies the ongoing combination of resources, through integration, and their application' (Vargo and Lusch, 2010: 4); hence the central role of resource integration as the means through which resource integrators (actors) co-create phenomenologically determined value. We identify five themes relevant to gaining a clearer understanding of the role of social and economic factors in resource integration. The themes and the broad relationships between them are conceptualized in Figure 1. Here we identify actors who possess appropriate resources which they are allowed and able to share, co-creating value using collaborative and integrative processes. Their evaluation of each experience occurs within the context of each specific engagement and provides continuous input into future collaborations. The resulting value may impact both the ability of actors to exercise agency and the processes involved in integrating resources. Resource integrators The modified foundational premise (FP9): 'All social and economic actors are resource integrators' (Vargo and Lusch, 2008) recognizes the role of multiple actors in networks. It follows that there is a need to better understand 'the commonalities of the activities of actors that constitute the

Purpose The purpose of this paper is to extend existing engagement research in two directions: first, it operationalizes the dynamic nature of the engagement process within a customer-brand dyad and, second, it tests the interrelationships with other network actors in a triadic network setting. Design/methodology/approach A 2×2 experimental design models the iterative nature of the engagement process based on repeated measures at three points in time, considering the contextual effects of connections with other customers and crowding-in effects based on monetary incentives. Findings This research demonstrates that in a utilitarian service setting, customer engagement does not emerge per se in the dyadic interaction between the customer and the brand. For high levels of engagement behavior to occur, incentives and ties to other network actors are essential. Further, the findings suggest a non-linear relationship between engagement behavior and its antecedents and consequences: engagement behavior must overcome a certain intensity threshold to unfold its effect. Research limitations/implications Further research is needed to explore the dynamic nature of the engagement process in experiential and interactive service settings, and more complex network settings that may involve more actors and more complex relationships. Practical implications By facilitating connections between customers and compensating for low intrinsic interest, managers can facilitate actual engagement behavior even in utilitarian service contexts. Once engagement behavior has been triggered, an increased engagement disposition, higher satisfaction, higher involvement and higher loyalty follow. Originality/value This study empirically tests the dynamic nature of the engagement process within and beyond the dyad, and has revealed a non-linear pattern of customer engagement behavior within its nomological network.

How context shapes value co-creation: Spectator experience of sport events This paper applies the perspective of service-dominant logic, specifically value co-creation in service ecosystems to the context of sports. It builds on the notion that co-created value can only be understood as value-in-context. Therefore, a structural model is developed and tested for different contexts of spectating live broadcasts of football games during the Fédération Internationale de Football Association World Cup 2014. The context-specific contributions of the cocreating actors, spectators' experience evaluations, and the resulting contextspecific value perceptions from the spectators' perspective are identified. The results highlight that the relative influence of the main co-creating actors and the relative importance of the value dimensions differ across contexts. Service providers (in sports) should identify how consumers evaluate experience and which dimensions of value are most important to them in the context under consideration. This will help them to successfully facilitate value co-creation, make meaningful value propositions and achieve strategic benefit for themselves.

Citation:Popp, B. and Woratschek, H. service/product brands. The results demonstrate that identification, satisfaction, and price image significantly influence both loyalty and word of mouth. Moreover, we find significant interrelationships among the constructs: identification positively influences both satisfaction and price image, which also increases satisfaction. By disclosing the relative importance of three separate ways of gaining and retaining customers, this study helps managers more appropriately choose the right mix of branding, pricing, and relationship marketing. From an academic point of view, our research is the first to explicitly examine the effects of the concept of identification for price management and to integrate variables from the fields of branding, relationship marketing, and behavioral pricing, which have separately been identified as particularly important determinants of marketing outcomes.