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Meg G. Hancock, Lindsey Darvin and Nefertiti A. Walker

experience limited opportunities for advancement and lack of access to networks, mentoring, and role models ( Darvin & Sagas, 2017a ; Taylor & Hardin, 2016 ; Taylor, Smith, & Hardin, 2017 ). Within the sport industry, these barriers to leadership and upward career mobility may be attributed to the presence

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W. James (Jim) Weese

acute. The best students know that they need to be prepared to operate in a global environment upon graduation. Many wish to enrich their preparation with extensive international mobility programs (e.g., study abroad, international student exchange programs). Their marketability upon graduation may also

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Olivia Wohlfart, Sandy Adam, Jorge García-Unanue, Gregor Hovemann, Berit Skirstad and Anna-Maria Strittmatter

, and that this involves policies, strategies, and programs. Many academic programs implement international dimensions, such as student exchange programs, foreign language study, internationalized curricula, area or thematic studies, joint degree programs, cross-cultural training, staff mobility

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Molly Hayes Sauder, Michael Mudrick and Jaime R. DeLuca

. 71). The search committee also admitted that, regardless of the candidate’s credibility, she would probably be in a no-win situation due to being female. The aforementioned examples relate to the concept of intrafirm career mobility, which according to Sicherman and Galor ( 1990 ) is a product of

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Elizabeth A. Taylor, Allison B. Smith, Cheryl R. Rode and Robin Hardin

in the sport management academic setting if female faculty members face contrapower harassment from students. The women may not be seen as capable of holding a leadership position, and this would hinder their upward career mobility. The “glass cliff” phenomenon refers to women having their

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Daniel L. Springer, Arden J. Anderson, Stuart M. Dixon, Stacy M. Warner and Marlene A. Dixon

.36366/frontiers.v29i2.396 Paige , R.M. , Fry , G.W. , Stallman , E.M. , Josić , J. , & Jon , J.E. ( 2009 ). Study abroad for global engagement: The long ‐ term impact of mobility experiences . Intercultural Education, 20 ( Suppl. 1 ), S29 – S44 . doi:10.1080/14675980903370847 10

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Nefertiti A. Walker, Kwame J.A. Agyemang, Marvin Washington, Lauren C. Hindman and Jeffrey MacCharles

care in Alberta . Organization Studies, 26 ( 3 ), 351 – 384 . doi: 10.1177/0170840605050872 Rivera , L.A. ( 2011 ). Ivies, extracurricular, and exclusion: Elite employers’ use of educational credentials . Research in Social Stratification and Mobility, 29 ( 1 ), 71 – 90 . doi: 10.1016/j

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Peter von Allmen, Michael Leeds and Julian Malakorn

We add to the literature on migration and earnings by showing how migration affects one particularly highly skilled set of migrants: European hockey players. We examine salary differentials using a sample of newly signed free agents from the 2010-11 and 2011-12 seasons. We also apply several new productivity measures that sharpen the specification of the wage equation, especially regarding productivity on defense and special teams play. We find that European players receive a premium relative to otherwise identical Canadian and US-born players. We present evidence that this premium is due to the greater mobility of European players and their resulting access to alternative employment possibilities.

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James M. Gladden, Richard L. Irwin and William A. Sutton

Following a decade that produced astonishing player salaries, continued player mobility, widespread corporate involvement, and skyrocketing ticket prices and broadcast rights fees, North American major league professional sport teams enter the 21st century encountering a number of significant challenges. An analysis of the aforementioned trends yields valuable insight into the future of professional team sport management in North America and leads to the identification of a primary concern of team owners and operators, that of managing the franchise's brand equity. With team owners increasingly reaping profits from the long-term appreciation of the team's value while continuing to lose money on a yearly basis, there will be an increased focus on strengthening team brands. This new focus will lead management to build and maintain brand equity through two primary means: the acquisition of assets and the enhancement of customer relationships. Each of these predictions is explained in depth in this paper and examples are provided.

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Merrill J. Melnick

It is argued that the social forces of urbanization, individualism, interpersonal competition, technology, and geographical mobility have brought greater and greater numbers of strangers into people's everyday lives and have made the achievement of primary, social ties with relatives, friends, neighbors, and workmates more difficult. As a result, many are forced to satisfy their needs for sociability in less personal, less intimate, less private ways. It is proposed that sports spectating has emerged as a major urban structure where spectators come together not only to be entertained but to enrich their social psychological lives through the sociable, quasi-intimate relationships available. The changing nature of the sociability experience in America presents sport managers with interesting challenges and opportunities. A number of recommendations are offered for maximizing the gemeinschaft possibilities of sports spectating facilities. By giving greater attention to the individual and communal possibilities of their events, sport managers can increase spectator attendance while rendering an important public service.