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Claire Zvosec and Nathan Baer

Alicia Morrison is the athletic director of Northeast Private College (NPC), a small, tuition-driven, suburban National Collegiate Athletic Association Division III (DIII) institution in the northeast region of the United States. Like many small colleges throughout the country, NPC is facing a dire financial crisis if it cannot stem declining enrollment trends. Since athletic scholarships are not allowed at the DIII level, student-athletes at NPC pay tuition in the same way as the general student body. Similar to many small, DIII colleges, student-athlete tuition dollars are relied upon as a primary fiscal solvency strategy for the institution as a whole. As part of a collaborative effort between Alicia, NPC’s President, and its Board of Directors, Alicia will be tasked with developing a strategic plan for growing the size of the athletic department. This case study enables students to gain a better understanding of the DIII athletics environment. Students will use scholarly articles and a real-world financial and enrollment database to help Alicia with her strategic plan. The pressure is high, as, in many ways, the future of NPC relies upon Alicia effectively developing—and implementing—a viable strategic plan for the growth of the athletic department.

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Noni Zaharia, Anastasios Kaburakis, and David Pierce

The growth of sport management programs housed in (or with formal curriculum-based ties to) a school of business indicates more academic institutions are reconsidering sport management as a business-oriented field. Thus, research is necessary regarding benchmarking information on the state of these academic programs. The purpose of this study is to explore trends on administration, housing, accreditation, faculty performance indicators and research requirements, as well as salaries for faculty and alumni of such programs. Data were submitted by 74 department chairs and program directors employed in U.S. business schools featuring sport management programs. Results indicate that the majority of sport business programs are part of an interdisciplinary department; COSMA accreditation is largely viewed as redundant; and, depending on business schools’ accreditation, variability exists concerning faculty performance measures and research impact, as well as faculty and alumni salaries. These findings suggest considerable progress of sport management programs within business schools.

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Heather J. Lawrence, Andy J. Fodor, Chris L. Ullrich, Nick R. Kopka, and Peter J. Titlebaum

management or higher education administration. Other possible course applications could be sport leadership, collegiate athletics management, sport governance, and sport finance, depending on the institution and course sequence. This case could also be used as part of a capstone course by addressing

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Elizabeth A. Taylor, Molly Hayes Sauder, and Cheryl R. Rode

turnover intent of sport management faculty. Specifically, those faculty members who experienced more harassment and incivility expressed a higher level of turnover intentions. Practically, these results are of interest to higher education administration, as increased turnover intentions could lead to

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Amy Baker, Mary A. Hums, Yoseph Mamo, and Damon P.S. Andrew

literature on mentoring in higher education administration is not as extensive as in business, it supports the value of having a mentor for career development ( Jones, Harris, & Miles, 2009 ; Sambunjak, Straus, & Marusic, 2010 ; Sands, Parson, & Duane, 1991 ). Several authors support ongoing mentoring