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This article describes developments in the American gambling industry during the decade of the 1990s in light of predictions made in the 1980s. Societal and legal trends in the 1990s are discussed in terms of their relevance for the future of the gambling industry in the first decade of the 21st century. Particular attention is addressed to sports gambling and Internet sports gambling as growth areas in the gambling industry.

The purposes of this study were to gain insights regarding how sport public relations practitioners in the United States define public relations goals, identify linkages between the public relations function and overall organizational goals, and evaluate public relations’ effectiveness. Using a modified approach to a method first employed by Hon (1997, 1998), the investigators queried 30 public relations professionals in diverse sport settings. Findings indicated that achieving some sort of outcome with an intended audience, although those outcomes varied, was the most common goal. Respondents also indicated that there were linkages between public relations and organizational goals, although the nature of those linkages was not always specified. The most common method of evaluating public relations was tracking media coverage.

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.

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.

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.