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Building a Framework for Issues Management in Sport Through Stakeholder Theory
MICHAEL T. FRIEDMAN, MILENA M. PARENT AND DANIEL S. MASON

MICHAEL T. FRIEDMAN is with the Physical Cultural Studies Research Group in the Department , of Kinesiology, University of Maryland, College Park, MD 20742-2611, USA
MtLENA M. PARENT is with the International Institute for the Study of Sport Management, Faculty of Physical Education and Recreation, University of Alberta, Edmonton. AB, Canada  T6G 2H9 DANIEL S. MASON (corresponding author) is with the International Institute for the Study of Sport Management, Faculty of Physical Education and Recreation, University of Alberta, Edmonton. AB, Canada T6G 2H9 (dmason@alberta.ca)
f Sport managers are continually challenged by changing constituent environments :s···~ they work toward shoit-term and long-term organizational goals. At any given time, decision-makers may have se.vera/ issues that must be addressed in order to satisfy the demands of their organization's constituents. As such, managers need robust methods with which to analyze the organization's environment in order to develop strategic planning initiatives. This paper reviews the basic tenets of stakeholder theory and discusses/suggests applications to sports-related issues, in an effort to show that stakeholder theory has descriptive and prescriptive value for sport management practitioners and academics alike. Stakeholder analysis can be used to identify stakeholders, stakeholder claims, motivations and relative importance, by evaluating stakeholders' levels of power, legitimacy and urgency related to the issue (Mitchell, Agle & Wood, 1997).

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