ABSTRACT
Sport managers strive for organizational improvement, requiring an ability to identify and address problems and search for potential solutions. To achieve this, sport managers can spend a great deal of time evaluating other people’s research, weighing the strengths and weaknesses of each case, and attempting to apply those conclusions to their own research. The world of sport, however, poses many unique and novel problems defunct in experienced business, government, or charity work. For example, few business managers will ever deal with an employee who can prove they are the best in the world at their job. As such, sport managers need to look carefully at the claims of others, perhaps even more than other types of manager. Sport managers need to judge for themselves whether or not external and internal claims are convincing and reliable. To do that, they need to understand the process by which other researchers have come to their conclusions, and this means understanding the researchers’ methodologies and intellectual frameworks.
