current ACTIVECITY projects

A goal of the ActiveCITY Collective to advance a more holistic and systematic value of activity by facilitating collaboration between scholars and community to generate new insights. The ActiveCITY research team has multiple studies at different stages, including:

1.  A mapping of a city’s active ecosystem and economy. This first study focuses on mapping the active ecosystem of Calgary, Alberta, Canada.

2.  How does the active economy contribute to the national and regional economy?

3.  How does individual-level activity contribute to economic growth and innovation?

4.  Does the active ecosystem contribute to civic identity?

5.  Does the active ecosystem contribute to civic engagement?

6.  Does the active ecosystem contribute to preventative healthcare and a reduction of long-term healthcare costs?

7.  What is the business and social impacts of eSports?   

Calgary Sport Business Roundtable 2019

On March 20th, 2019, Mount Royal University’s Institute for Innovation and Entrepreneurship hosted over 40 regional sport business leaders at the Sport Business Roundtable 2019. The goal of the Roundtable was to capture the passion and expertise of the attendees and explore VALUE in collaborating across our diverse ecosystem; from public, non-profit and private organizations, ranging from speedskating to eSports, and XGames to Rodeo. This Roundtable become the catalyst for the development of the current phase of the ActiveCITY Project.

The full Roundtable Final Report is attached HERE.

sample of our Research

Below is a sample of some of the studies involving scholars from the ActiveCITY team. For additional detail on each scholar's work, please see refer the our team page. 

Finch, D., O’Reilly, Abeza, G., Clark, B. & Legg, D. (2019). Implications and Impacts of Esports On Business and Society: Emerging Research and Opportunities. IGI Global: New York. (forthcoming December 2019)

Abeza, G., Finch, D., O’Reilly, N., MacIntosh, E., & Nadeau, J. (2019). An Integrative Model of Sport Relationship Marketing: Transforming Insights Into Action. Journal of Sport Management, (00), 1-18.

Abeza, G., O’Reilly, N., & Seguin, B. (2017). Social Media in Relationship Marketing: The Perspective of Professional Sport Managers in the MLB, NBA, NFL, and NHL. Communication & Sport, 2167479517740343.

Abeza, G., O’Reilly, N., Seguin, B., & Nzindukiyimana, O. (2017). Social media as a relationship marketing tool in professional sport: A netnographical exploration. International Journal of Sport Communication10(3), 325-358.

Abeza, G., & O'Reilly, N. (2014). Social media platforms use in building stakeholder relationships: The case of national sport organizations. Journal of Applied Sport Management6(3).

Armenakyan, A., Heslop, L. A., Nadeau, J., & O’Reilly, N. (2017). The Role of Involvement and Expectations in Olympic Games Attitudes: A Cross-National Study. In The Customer is NOT Always Right? Marketing Orientationsin a Dynamic Business World (pp. 165-174). Springer, Cham.

Armenakyan, A., O’Reilly, N., Heslop, L., Nadeau, J., & Lu, I. R. (2016). It’s all about my team: Mega–sport events and consumer attitudes in a time series approach. Journal of Sport Management30(6), 597-614.

Finch, D., O’Reilly, N., Hillenbrand, C., & Abeza, G. (2015). Standing on the shoulders of giants: An examination of the interdisciplinary foundation of relationship marketing. Journal of Relationship Marketing14(3), 171-196.

Finch, D. J., Hillenbrand, C., O'Reilly, N., & Varella, P. (2014, January). Psychological Contracts and Independent Sales Contractors: Fulfillment, Performance and Management. In Academy of Management Proceedings (Vol. 2014, No. 1, p. 14395). Academy of Management.

Finch, D. J. (2008). Performance through relationships: A case for the integration of strategic stakeholder management and community investment. Journal of Sponsorship1(4).

Foster, G., O'Reilly, N., & Dávila, A. (2016). Sports business management: Decision making around the globe. Routledge.

Foster, W. M., & Hyatt, C. (2007). I despise them! I detest them! Franchise relocation and the expanded model of organizational identification. Journal of Sport Management21(2), 194-212.

Hyatt, C., & Foster, W.M. (2015). Using Identity Work Theory to Understand the De-escalation of Fandom: A Study of Former Fans of National Hockey League Teams. Journal of Sport Management, 29(4), 443-460.

Hyatt, C. G., Sutton, W. A., Foster, W. M., & McConnell, D. (2013). Fan involvement in a professional sport team's decision making. Sport, Business and Management: An International Journal3(3), 189-204.

Legg, D., & Steadward, R. (2011). The Paralympic Games and 60 years of change (1948–2008): Unification and restructuring from a disability and medical model to sport-based competition. Sport in Society14(9), 1099-1115.

Legg, D. & Gough, V. (2012). Calgary Flames - A case study in an entrepreneurial sport franchise, International Journal of Entrepreneurial Venturing, Special Issue on Sports Entrepreneurship, 4(1): 31-42.

Legg, D. & Dottori, M. (2017). Marketing the Paralympic Games, In Darcy, S., Adair, D., & Frawley, M. (Eds). Managing the Paralympic Games, Palgrave Macmillan, Chapter 12, p 263-288.

Levallet, N., & Chan, Y. E. (2016). Knowledge loss and retention: the paradoxical role of IT. In Successes and Failures of Knowledge Management (pp. 97-111).

MacIntosh, E., Nadeau, J., Seguin, B., O'Reilly, N., Bradish, C. L., & Legg, D. (2012). The role of mega-sports event interest in sponsorship and ambush marketing attitudes. Sport Marketing Quarterly21(1), 43.

Madill, J., O'Reilly, N., & Nadeau, J. (2014). Financing social marketing programs through sponsorship: implications for evaluation. Journal of Social Marketing4(1), 22-37.

Mason, D. S. & Foster, W.M. (2007). Putting Moneyball on ice.International Journal of Sport Finance. Vol. 2(4), 206-213.

Misener, L., Darcy, S., Legg, D., & Gilbert, K. (2013). Beyond Olympic legacy: Understanding Paralympic legacy through a thematic analysis. Journal of Sport Management27(4), 329-341.

Nadeau, J., O'Reilly, N., & Heslop, L. A. (2015). Cityscape promotions and the use of place images at the Olympic Games. Marketing Intelligence & Planning33(2), 147-163.

Nadeau, J., Pegoraro, A., Jones, D. F., O’Reilly, N., & Carvalho, P. (2011). Racial-ethnic team-market congruency in professional sport. Journal of Sport Management25(2), 169-180.

O’Reilly, N., Stroebel, T., Pfahl, M., & Kahler, J. (2018). An empirical exploration of sponsorship sales in North American professional sport: Is it time to rethink our approach?. Sport, Business and Management: An International Journal8(1), 15-34.

O'Reilly, N. J., & Nadeau, J. P. (2006). Revenue generation in professional sport: A diagnostic analysis. International Journal of Sport Management and Marketing1(4), 311-330.

O'Reilly, N., & Madill, J. (2009). Methods and metrics in sponsorship evaluation. Journal of Sponsorship2(3).

Pegoraro, A., O’Reilly, N. J., & Giguere, M. (2009). Online and Off-Line Advertising During March Madness: Which Companies Drive Consumers to the Web?. International Journal of Sport Communication2(4), 466-483.

Stec, D. (2012). The personification of an object and the emergence of coaching. Journal of management history18(3), 331-358.

ActiveCITY Spotlight

Inside the Room: The Anatomy of a Failed Olympic and Paralympic Games Bid Exploration Process

Residents of the City of Calgary voted no to hosting the 2026 Olympic and Paralympic Games on November 13th, 2018. This decision marked the end to a tumultuous process that led to the city withdrawing from the competition to host one of the world’s largest events.

 An important phase of this process was the bid exploration, in which the City of Calgary initiated and funded the Calgary Bid Exploration Committee (CBEC) with a mandate to review the feasibility of a putting forward a formal bid for the 2026 Games.  

Dr. David Finch and Dr. David Legg of Mount Royal University, and Dr. Norm O’Reilly of the University of Guelph, and two of their students (Stefan Wright and Brody Norton) studied the process, including 19 in-depth interviews with key individuals involved in the bid exploration process. The goal of the research was to learn more about the bid exploration process and to isolate its strengths and weaknesses, in order to offer guidance to other cities that might consider bidding for future Olympic and Paralympic Games.

This study identified ten major areas where the exploration model adopted by Calgary contributed to future challenges in the bid process. These included issues related to transparency of board appointments and weak political oversight. The authors provide eleven recommendations for consideration by future cities considering adopting a bid exploration process.

The full final report can be downloaded by clicking on the button below.

 
 
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