Innovation, creativity and change are the key elements and unavoidable factors in sport. The importance of this issue encourages us to study sport from the point of view of entrepreneurship. During the recent years, spreading the sport management and development of entrepreneurship have created a new frame work in sport in a way that a new approach has been appeared regarding sport management and entrepreneurship. For this reason this article aims to study the relationship between entrepreneurship and sport in order to spread and develop the theory of entrepreneurship in sport management. Through studying the information gained in economics and sports marketing, we have been given the opportunity to identify the Innovations, proactiveness and risk taking in sport from which the dimensions of entrepreneurship has been out broke in this domain. Moreover, the current article implicitly points out the study related gap between entrepreneurship and sport management by introducing the different kinds of entrepreneurship existing in sport and sport management domains. Finally, suggestions are discussed for future studies.

This article is being allocated to the final Chapter of the contemporary sport management text. Its contents are very useful fot the students of graduate and post graduate courses and studies. There are three elements necessary for success in sport management (1)professional preparation (2) professional attitude, (3) professional development. You can find sport management professional preparation programs at the bachelor"s, master"s and doctor alle vels. The typical undergradua te cur riculum consists of general education courses, major courses, and field experiences. Field experiences give you opportunities to apply what you learn in the classroom in sport settings. Master"s and doctoral programs will be more specific to your career goals. Professional attitude is reflected in your personal appearance (e.g.,hygiene, posture, self confidence) your adjustment to the workplace (e.g., academic preparation, writing skills, de pend ability, ethics, work ha bits) and your manners (e.g., telephone, E-mail, thank - you letters). Recruiters evaluate professional attitude during interviews. Professional development consists of career planning (determining your values, interested, and skills) and systematically investigating career opportunities. Your academic major does not necessarily predict your career choice. You may not progress in a dir ect path from college to your ultimate career objective.You arecontin ually developing talents, abilities and skills through your course work, leisure activities, volunteer experiences and summer and part - time jobs. Upon graduation, you will have a broad range of skills and talents that will make you marketable in the working world. Career conselors can not provide instant solutions, but they can provide guidance and direction. In your career planning, you should consider possibilities in international sport management.

Background: Fractures are the most serious injury suffered by athletes, resulting in the greatest time recuperating from Such injuries. Objectives: To describe the difference in outcome for non-operative versus operative management of site-specific soccer-related fractures. Methods: All fractures sustained during soccer from 2007 to 2008 within the Lothian population were prospectively recorded. Patients were followed up in August 2010, via telephone, to determine return rates and times to soccer. High incidence fractures with significant rates of surgery (Tibial Diaphysis, Ankle, Scaphoid, Clavicle, Metacarpus Distal Radius) were identified and classified according to the AO system. Outcomes of similar fracture classifications with contrasting management were compared. Results: Of 367 fractures identified during the study period, 20% were managed operatively. The rates of surgery for the six fractures cohorts were Tibial Diaphyseal 67%, Ankle 51%, Scaphoid 25%, Clavicle 20%, Metacarpal 11% and Distal Radial 10%. Operatively managed fractures of the Distal Radius (14 weeks vs. 9 weeks: P < 0. 031), Ankle (42 weeks vs. 22 weeks: P < 0. 004) and Metacarpus (18 weeks vs. 5 weeks: P < 0. 001) took longer to return to soccer than non-operatively managed fractures, while operatively managed fractures of the Tibial Diaphysis took shorter to return (35 weeks vs. 45 weeks: P = 0. 673). Operatively managed fractures of the Ankle (57% vs. 22%: P < 0. 029), Tibial Diaphysis (89% vs. 50%: P = 0. 683), Scaphoid (80% vs. 60%: P = 0. 613), Clavicle (50% vs. 31%: P = 0. 584), Distal Radius (50% vs. 18%: P = 0. 234) and Metacarpus (67% vs. 40%: P = 0. 537) had higher rates of persisting symptoms at follow-up than non-operatively managed fractures. Conclusions: The role of operative management in the treatment of soccer-related fractures is specific to the location and nature of the fracture. The effect of operative management on return times to sport is fracture specific, though invariably this is associated with higher rates of persisting symptoms. The decision regarding the choice of non-operative versus operative management requires clinical judgment on an individual basis, based on the fracture location and configuration.