This study had two goals. First, we aimed to identify the components of the outcomes that members of comprehensive community sport clubs achieve through club life in order to collect basic data to create a “quality-of-club-life indicator.” We created outcome items through recordings of interviews with club members. Second, we aimed to describe the process in detail to confirm the validity and reproduction of the outcome items.

  In designing the outcome items, we first examined the concept of “club life.” Next, we set seven hypothetical categories to classify the outcomes to be extracted. Subsequently, we collected data through interviews and questionnaire surveys of club members and selected the important items that had significant content related to “a rich club life” from the data. We then grouped items into categories with common meanings, referring to the hypothetical categories. In addition, in each hypothetical category, we grouped important items with common meanings into subcategories. Finally, to include all the outcomes that club members attained, we held a discussion to reorganize the subcategories. We also modified the hypothetical categories based on the composition of the subcategories that were reorganized. The categories of outcomes that were eventually derived were “connection”（9 subcategories）, “trust”（4 subcategories）, “rules”（3 subcategories）, “ikigai”（3 subcategories）, “sport participation”（12 subcategories）, and “learning”（3 subcategories）. The categories are the primary outcome items and the subcategories are their secondary outcome items.

  The purpose of this study is to clarify how are the business operations of employees managed in professional sports organizations. Considering this purpose, interviews were conducted with four employees in business operations. The contents of this study are summarized as follows:

  （1）The actual condition of “human resource management”（HRM）, such as “personnel recruitment,” “job assignment and transfer,” “ability development,” “work time management,” “personnel evaluation,” and “salary administration” for the business operations of employees of certain professional sports organizations were confirmed.

  （2）It was revealed that an employee in business operations was forced to quit his job due to the HRM of the professional sports organization, and that the employees in business operations are frequently transferred between professional sports organizations.

  （3）From the above study finding, it was considered that the problem of capacity development of employees in business operations is HRM, that it cannot retain the employees in business operations of the professional sports organization.

  （4）It is suggested that the professional sports organization executes these HRM as is experiencing instability in management due to the professional sports organization competing in the professional sports league.

  （5）On the other hand, this research found two J League clubs that have successfully retained its employees in business operations. Therefore, as a future research, the following case study was presented, based on the research question: “How and why does the professional sports organization undertake HRM to encourage the retention of the employees in business operations.”

  Offering a sport management program appears commercially attractive，and universities are increasingly establishing a sports management department or courses related to sport management. However，it was unclear whether these sport management programs met the desired standards or not. The design of a well-thought course must satisfy the program as well as the students’ needs.

  The purpose of this study was to identify the preferences of undergraduates toward sport management education programs. A conjoint model comparing the relative importance of 5 course attributes（Teacher; Subject; Possible acquisition of qualifications; Learning Method; Career path）and 16 levels influencing students’ preference was applied to 161 students majoring in sport management at two universities in Japan; a sport-based university and a commerce-based university. The number of valid responses totaled 143（88.8%）and these were used in our data analysis. The basic attributes that we observed in the respondents included demographics，information about university selection，purpose of enrolment，university selection criteria, and students’ preference for sport management education.

  The results showed that “Career path” ranked the highest, followed by “Possible acquisition of qualifications”. The results indicated that students studying sport management in Japan seriously considered to the qualifications they could obtain and future job prospects. The courses most preferred by students majoring in sport management at the sport-based university included courses for sports teachers，sport management，courses for sports instructors，courses with small-scale seminars, and courses that offered positions in general organizations and the public sector. The Programs that were by most preferred students majoring in sport management at the commerce-based university were courses for sports teachers，sport/exercise courses，courses for sports instructors，internship style courses, and other sport related courses. Students majoring in sport management at the commerce-based university expected programs specializing in sport more than the students majoring in sport management at the sport-based university.

  The purpose of this study was to examine the relation between the managerial behaviors, individual characteristics, educational effect, and achievements in sports events. The subjects were 259 managers of men's and women's basketball clubs of high schools in Japan. The managerial behaviors were defined by seven elements: bringing up club members, information management, creating an environment, maintaining discipline, management by objectives, initiative of innovation, and building trust. The data for analysis were gathered by mailing questionnaire surveys, conducted between September and October 2015.

  The results were summarized as follows:

  1）The managers who positively executed managerial behaviors had certified licenses for coaching and refereeing issued by the Japan Basketball Association; were teachers of health and physical education; had experience as players for 10 years or more; and had played in national basketball competitions.

  2）There was a positive correlation between the managerial behaviors that were “bringing up club members”, “information management”, “management by objectives” and the educational effects of both the clubs.

  3）There was a positive correlation between “maintaining discipline” and the educational effects of the men's clubs.

  4）There was a positive correlation between “building trust” and the educational effects of the women’s clubs.

  5）There was a positive high correlation between “creating an environment” and the achievements in sports events of both the clubs.

  6）There was a positive correlation between “bringing up club members”, “building trust”, and the achievements in sports events of the men’s clubs.

  7）There was a significant difference（men's clubs > women’s clubs）of four items in “bringing up club members”,“ information management”, and “creating an environment”.

  8）There was a significant difference（women’s clubs > men's clubs）of two items in “building trust”.