15 sports myths and why they're wrong by Winfree, Jason A.; Fort, Rodney D

By Winfree, Jason A.; Fort, Rodney D

In 15 activities Myths and Why they're Wrong, authors Rodney castle and Jason Winfree practice sharp financial research to bust the most frequent city legends approximately collage athletics.

Each bankruptcy takes aside a typical false impression, displaying how the assumptions in the back of it fail so as to add up. castle and Winfree show how those myths perpetuate themselves and, finally, how they serve a handful of robust parties—such as franchise proprietors, journalists, and players—at the price of the bigger neighborhood of activities enthusiasts. From the concept that workforce proprietors and executives are inept to the thought that revenue-generating university activities pay for athletics that do not allure lovers (and their cash), 15 activities Myths and Why they are Wrong strips down pervasive debts of the way our favourite video games functionality, permitting us to examine them in a brand new, extra proficient way.

Fort and Winfree argue that substituting the intuitive charm of emotionally charged myths with rigorous, knowledgeable motives weakens the ability of those tall stories and their tight carry at the activities we adore. Readers will emerge with a clearer photo of the forces at paintings in the activities international and a greater knowing of why those myths matter—and are necessary of a takedown.

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The policy prescription if it is an arms race is to cut spending, and that, invariably, has an impact on participation and the value that boosters place on the endeavor in the first place. Let’s go ahead and paint the current arms race picture and then put it under the scrutiny that it can’t stand. At the end of the chapter, we’ll return to the damage done by perpetuation of this myth. The Arms Race The earliest “arms race” reference that we could find for college sports is by the famed University of California, Berkeley, sociologist Harry Edwards (, p.

Dispelling this particular myth takes advantage of the important groundwork on the relationship between athletic directors and their university administrators laid out in Chapter . University administrators invest significantly in all departments under their control. In turn, these administrators expect a return along the dimensions that matter for their pursuits—research, teaching, and service. Business schools contribute on all these dimensions, and so do the athletic departments. Thus athletic departments are not a “drag” on the university budget.

Gordon of the University of California, Berkeley, and James Howell of Stanford University (). ” The tone of the Carnegie Foundation Report by Dartmouth economist Frank Pierson () was more conciliatory but just as critical. Harvard University business professor Rakesh Khurana () provided a retrospective on just how these works shaped business education. As with this early example of academic introspection, essential to an informed discussion is an explanation of collegiate sports outcomes that actually fits the facts.

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