hopr

• Preuss, Holger & Plambeck, Anke (2020). Utilization of Olympic Stadiums : a conceptual stadium legacy framework. International Journal of Sports Marketing & Sponsorship. ISSN 1464-6668. 22(1), p. 10–31. doi: 10.1108/IJSMS-06-2020-0110. Show summary

  Purpose – Olympic Stadiums are expensive and large constructions. The media often report on cost overruns based on the extravagant appearance of an Olympic Stadium and the lack of its postgames utilization. The aim of this paper is to provide a conceptual stadium legacy framework consisting of four dimensions and twelve functions that an Olympic Stadium can potentially have. Design/methodology/approach – These were identified by an extensive literature research and an analysis of the findings. Additionally, we collected available data on the specific Olympic Stadiums under review (1984–2016). Findings – The utilization of Olympic Stadiums varies greatly from city to city. However, 12 functions can be observed as being valid for Olympic Stadiums. The dimensions with its functions are interpreted by the positive/negative values which Olympic Stadiums can have for particular stakeholders. The benefits can be local, regional, national or international. The framework also delivers interconnections of the functions and shows how they interlock and how they can potentially boost the benefits. Practical implications – Future bid cities that consider constructing a large stadium can plan their stadium legacy by developing business cases based on the 12 functions developed in this paper. This offers a direct link to marketing, as iconic stadiums and urban development support city marketing. Originality/value – To date, the complexity of functions and their interconnections, as well as their potential values, have not been examined. Thus, many (media) critiques oversee the benefits an Olympic Stadium can have besides its proper sport utilization. Keywords legacy, Olympic Stadium, utilization, framework, iconic, symbolic capital, white elephant

• Solberg, Harry Arne & Preuss, Holger (2015). Major sports events: The challenge of budgeting for the venues. Event Management. ISSN 1525-9951. 19(3), p. 349–363. doi: 10.3727/152599515X14386220874805.
• Preuss, Holger (2015). A framework for identifying the legacies of a mega sport event. Leisure Studies. ISSN 0261-4367. 34(6), p. 643–664. doi: 10.1080/02614367.2014.994552. Show summary

  A mega sport event involves huge investments in city infrastructure. After the event, the structures that remain may be an asset to the stakeholders, or they may be a burden. Faced with high costs, the taxpayer demands that the event-related social, economic and ecological changes will in the end have improved living conditions for the host city. But it is not easy to identify sport event legacies in their entirety, because event-related changes may be confused with non-event-related development, and because a wide variety of areas and stakeholders are affected. This paper looks at how to identify legacies, who is affected by the legacies, how long they last, and how to judge whether a legacy creates or destroys value. It stresses that legacies affect stakeholders differently – positively for some and negatively for others. It considers how to maximise positive legacies and suggests that these can best be controlled by governmental organisations. It notes that legacies gain and lose power over time and that often a legacy will be activated only if environmental changes offer opportunities.

• Solberg, Harry Arne; Preuss, Holger & Alm, Jens (2014). The Challenge of Utilizing World Cup Venues. In Frawley, Stephen & Adair, Daryl (Ed.), Managing the Football World Cup. Palgrave Macmillan. ISSN 978–1–137–37366–3. p. 82–103. doi: 10.1057/9781137373687.0010.
• Preuss, Holger; Haugen, Kjetil K. & Schubert, Mathias (2014). UEFA financial fair play: the curse of regulation. European Journal of Sport Studies (EJSS). ISSN 2282-5673. 2(1), p. 33–51. doi: 10.12863/ejssax2x1-2014x1. Show summary

  This paper applies simple game theory in order to analyze the UEFA Financial Fair Play (FFP) policy, which was fully implemented in the 2013/14 season. By involving budget constraints put on clubs, FFP may lead to unintended or even adverse effects as indicated by some of the obtained results. In particular, the analysis shows that due to being in the situation of a Prisoner’s Dilemma, the clubs have a strong incentive to bypass the new regulations, what results in additional costs both for clubs to hide and UEFA to detect deviant behavior. As these costs might deter small clubs from trying to cheat, this consequently must have negative consequences on the level of competitive balance within a league. However, a positive outcome of FFP might be that clubs become more independent from benefactors or sugar daddies.

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• Preuss, Holger; Haugen, Kjetil K. & Schubert, Mathias (2013). Financial "Foul" Play? : Cui bono, UEFA? In ., Ukjent (Eds.), 3. Innsbrucker Sportökonomie und Management Symposium : book of abstracts. Institut für Sportwissenschaft. Universität Innsbruck. p. 47–48.
• Preuss, Holger; Haugen, Kjetil K. & Schubert, Mathias (2013). Financial "Foul" Play? : Cui bono, UEFA?
• Preuss, Holger; Haugen, Kjetil K. & Schubert, Mathias (2012). UEFA financial fair play – the curse of regulation.

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