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  • Author: Lawrence W. Fielding x
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Defining Quality: Should Educators in Sport Management Programs Be Concerned about Accreditation?

Lawrence W. Fielding, Brenda G. Pitts, and Lori K. Miller

This paper explores concepts about educational quality, accreditation, and assessment as they relate to sport management programs. It reports, analyzes, and synthesizes the results of a survey sent to teaching professionals associated with sport management programs. Accreditation and its alternatives are discussed in addition to the issue of professional responsibility for ensuring educational quality. Levels and degrees of professional responsibility are considered.

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Harlem Globetrotters International, Inc.

Lawrence W. Fielding, Lori K. Miller, and James R. Brown

Case studies form the basis for the development of what business scholars have termed best practices scenarios. The Harlem Globetrotters International (HGI) is one of the most successful sport franchises in history. In this case study, we trace the development of HGI, from its beginnings in 1926 to its acquisition in 1993 by present owner and CEO, Mannie Jackson. We present a situational analysis of HGI from Jackson's perspective at the time of purchase. Next we outline Jackson's vision, objectives, and competitive strategy. We present Jackson's strategic brand management tactics. Next, we present Jackson's interpretation of the success of HGI's strategy and his interpretation of HGI's strengths, weaknesses, threats, and positive outlook. Appendix H presents relevant financial data that can be used to analyze HGI's success and shortcomings. Appendix I presents discussion questions. This case study is intended to be used as a teaching tool.

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Case Study: Hillerich and Bradsby Company, Inc. Implementation of Just in Time Manufacturing

Lori K. Miller, Lawrence W. Fielding, Mahesh Gupta, and Brenda G. Pitts

In this case study of Hillerich & Bradsby Company, Inc. (H&B), the ways in which H&B implemented principle components of Just In Time (JIT) Manufacturing in the production of wooden baseball bats are identified. Various JIT components such as small batch production, a cellular layout, multifunctional workers, reduced set-up times, empowered employees, the kanban system, and supplier partnerships are discussed and applied to H&B productions. An analysis of selected financial ratios indicated that JIT successfully contributed to the maintenance of H&B's production efficiency and market leadership. While the first section of the paper briefly outlines the history of the H&B company, the second section addresses the JIT manufacturing process. Seven principle components associated with the JIT manufacturing process are addressed and applied to H&B's operations. In conclusion the limitations associated with H&B's implementation of the JIT manufacturing process are identified.