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Stephen Morrow and Brian Howieson

Professional football (soccer) in Europe has changed dramatically in the past two decades, largely due to the escalation of media rights deals. Many professional football clubs are now complex businesses, intrinsically concerned with financial matters. Within the rapidly changing business context of football, the aim of this research is to further understand the main issues that are related to a career as a manager. This paper has five sections: (1) we offer an appraisal of the general literature as it applies to professional football management; (2) we introduce the theoretical focus of the article with specific reference to the “career” and describe the context and background to the research; (3) we describe the research methodology and present and discuss the research results, which center on the career development of the manager; the position of a manager in organizational structures, and how the changing organization affects the role of manager; (4) we set out the conclusions and implications of our research; and (5) we offer our plans to progress this research, enabling a new body of knowledge to be developed on this specialized role.

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Rachel Arnold, David Fletcher and Jennifer A. Hobson

of their leaders’ and managers’ characteristics, including negatively valenced and socially undesirable traits, in sport contexts. This is surprising given that, according to contemporary performance- and sport-specific theories (cf.  Fletcher & Arnold, 2015 ; Welty Peachey, Zhou, Damon, & Burton

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Areeya Jirathananuwat and Krit Pongpirul

manager (NM) is a more senior person who contributes mainly to management tasks despite extensive clinical experience. There has been limited evidence of comparative work-related PA across professional levels with varying proportions of physical and nonphysical tasks. A recent study observed 61 physical

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David Fabianic

A salient feature of professional baseball is the absence of minority members serving in managerial positions. Traditionally, it has been argued that minority players did not occupy the playing positions from which managers were generally recruited, thus accounting for their lack of career mobility in baseball. However, examination of the distribution of minority players in major league baseball reveals that they generally appear in high interactor positions in proportion to their general percentage representation among all players. Although managers continue to be selected from high interactor positions, minority players are disregarded by ownership for managerial selection. This study generates an expected frequency of minority representation among managers, based on the positions from which managers are selected and the proportion of minority players occupying those positions.

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Lynley Ingerson and Michael L. Naraine

financially viable and more successful than their near town rivals the Toronto Raptors, Cleveland Cavaliers, and New York Knicks. In order for this franchise to succeed, it needs to attract a talented and innovative group of sport managers that are suitable for the organization and the city of Buffalo

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Dennis Smart, Jason Winfree and Richard Wolfe

Smart and Wolfe (2003) assessed the concurrent contribution of leadership and human resources to Major League Baseball (MLB) team performance. They found that player resources (defense/pitching and offence/batting) explained 67% of the variance in winning percentage, whereas leadership explained very little (slightly more than 1%) of the variance. In discussing the minimal contribution of leadership to their results, the authors suggested that future studies expand their operationalization of leadership. That is what is done in this study. Finding that the expanded operationalization has limited effect in explaining the contribution of leadership, we take an alternative tack in attempting to understand leadership in MLB. In addition, we estimate a production frontier (based on offensive and defensive resources), determine the efficiency of MLB managers relative to that frontier, and investigate the extent to which manager efficiency can be explained by manager characteristics. Finally, manager characteristics are related to manager compensation.

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Michael J. Diacin

with a facility manager, the second was a building inspection, and the third was the critical assessment/reflection with regard to what was learned through the interview and facility inspection. Pauline ( 2013 ) advocated for the inclusion of reflective assignments into the experiential learning

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Matthew Juravich, Steven Salaga and Kathy Babiak

.g., Montanari, Silvestri, & Gallo, 2008 ; Smart & Wolfe, 2003 ). In this paper, we argue that North American professional sport organizations function, and ultimately perform, as a result of the interpersonal relationships that exist between upper management (i.e., general managers [GMs]), middle management (i

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Lauren C. Hindman and Nefertiti A. Walker

getting them to stay and promoting them to leadership roles. A deeper investigation of women’s experiences in the sport workplace is needed to understand these challenges. Women, from sport journalists to coaches to business managers, confront gender stereotypes and bias, appearance standards, and

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L. Marlene Mawson

The management technique known as Total Quality Management (TQM) has been incorporated into many large business firms, Because TQM is focused on customer satisfaction, sport managers may find its concepts useful for sport organizations.