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Using descriptive and multiple regression analyses of data from the National Sports and Society Survey (N = 3,993), this study examines public opinions about athletes’ right to protest during the national anthem. Results suggest that public opinion is now more supportive of athletes being allowed to protest during the anthem, although considerable opposition persists. Black individuals and those who recognize racial/ethnic discrimination in society are especially likely to support athletes’ right to protest. Heterosexual, Christian, sports fan, and military identities seem to encourage opposition to the right to protest. Indicators of traditionalism and sports nationalism attitudes are also negatively associated with support for athlete protests.

Intercollegiate athletics administrators face many difficult and complex issues throughout the course of their careers related to balancing athletics budgets, remaining competitive in select sports and complying with Title IX. To better prepare future athletics administrators to handle these challenges, the authors provide background information on the complexities of the issue, discuss use of the Responsible Decision Making Model for Athletics (RDMMA) as a tool to assist in the process, and demonstrate the use of this model as applied to intercollegiate athletics. The RDMMA provides a framework from which to organize information, ensure all constituencies are considered, save time in decision making, and evaluate intended and unintended consequences of decisions. Professors can use the RDMMA as a tool in the classroom to bridge the gap between academic theory and practical application of these concepts to help guide future athletics administrators on how to approach complex issues and responsibilities.

Scholars forecast that globalization will require sport managers to have competencies in international business. Sport, due to its global nature, has become an international business, leading to sport management programs at postsecondary institutions growing in number and the marketing of such programs becoming a key success factor. In an increasingly competitive educational environment, both effective curriculum offerings and innovative marketing, including branding, are important for a successful sport management program. This article shares a case study of innovative marketing—the co-branding through a double degree program between two long-standing sport management programs, one in North America (Ohio University, United States) and one in Europe (University of Bayreuth, Germany). This program is designed to enhance international education, as well as global internship and job-placement opportunities. The details of the double degree program within the background of co-branding are presented as a pedagogical framework for international education. Data from a survey of industry professionals are analyzed to demonstrate the need for such an international double degree program. Results provide a template for replication by other institutions and identify potential future research.