Women coaching in men’s college basketball are anomalies. Whereas women occupy 58.3% of the head coaching positions for women’s college basketball teams, they possess a mere 0.01% of men’s college basketball head coaching positions (Zgonc, 2010). The purpose of this study was to investigate men’s basketball coaches’ perceptions and overall attitude toward women in the institution of men’s college basketball and within the male-dominated organizational culture of sport. In doing so, the authors provide insight of core participants (i.e., NCAA Division I men’s basketball coaches) who reinforce hypermasculine institutional norms to form impermeable cognitive institutions. Building on previous research, eight men’s basketball coaches were sampled using semistructured interviewing methods. Results suggested that men’s college basketball is hypermasculine, gender exclusive, and resistant to change. Given these findings, the authors propose sport managers should consider organizational culture and individual agency when developing policies that are sensitive to gender inequality and promote inclusion of underrepresented groups.
Nefertiti A. Walker and Melanie L. Sartore-Baldwin
Melanie L. Sartore-Baldwin and Matthew Walker
Despite anecdotal claims attesting to the influence that social responsiveness has on the purchase behaviors of consumers, this article examined if a specific initiative could result in such outcomes. We investigated the extent to which the Drive for Diversity (D4D) initiative affected consumers’ perceived image and patronage directed toward NASCAR. This study was partially motivated by the importance of social initiatives in practice to underscore their influence on customer-related outcomes. As such, the findings indicated that the NASCAR’s D4D and the perceived image of the organization are key variables in the model. The results also highlighted the mediating role of image and the moderating role of identification on the proposed relationship. More specifically, the authors found that the socially responsive initiative only moderately influenced consumers’ intentions but when coupled with the image of the organization, this relationship became far more impactful.