Organizational Structures
This scholarly research underscores a conspicuous misalignment between the organizational frameworks, professed values, and operational procedures inherent to intercollegiate athletics in the United States and the broader landscape of higher education. The outcomes delineate the ramifications of this organizational structure on athletes, the prevailing culture, and personnel. The discoveries illuminate the prospect of effecting favorable transformation by authentically integrating athletics into the academic milieu. Furthermore, the insights gleaned from the realm of U.S. Intercollegiate Athletics possess transferable applicability to other high-performance sectors, where the relentless pursuit of ascension often eclipses values-driven organizational paradigms, ultimately yielding superior outcomes.
This study compares upper-level undergraduate students from top-ranked music and athletic programs in the United States, finding that athletes dedicated less time to athletics than musicians did to music and also spent less time on academics than both comparison groups, indicating that if athletics were organizationally integrated into the, athletes and musicians could allocate similar amounts of time to academic pursuits.
Archetypes of working in the college sport industry portray an industry culture wherein the human capital is largely overworked, underpaid, and replete with personal sacrifice and regret.
66% of stakeholders document interest in an athletics performance minor and highlights the gap between the documented intellectual and life-skill benefits of collegiate athletics and the absence of academic credit opportunities, addressing a philosophical discrepancy in higher education.
A panel of practitioners and academics comment directly on the globalization of intercollegiate athletics with advice for those seeking to emulate the U.S. system.
Overview of the history, governance structure, and challenges of US college sport.
An investigation of the emotional and psychological (non-economic) benefits that intercollegiate athletics can bring to a college community.
Coaches have a good knowledge of depression for individuals without formal education on the topic but may lack depression awareness. As with other elements of their professional oversight, there should be formalized channels for coaching credentialing.
Coach perspectives on an integrated organizational structure within Division I intercollegiate athletics. Coaches view themselves as educators, expressed a desire to be viewed as educators and to be appreciated for the tremendous role they play in shaping the educational experience of their athletes, yet most coaches do not feel supported in this role by the public or even by their direct
administrators.
Roughly 1/3 of NCAA schools facilitate athlete-centric
academic opportunities, with the majority of courses being 1st semester transition, physical education, or leadership courses.
Administrator and coach value systems in DI Intercollegiate athletics are led by academic excellence, student athlete experience, and athletic excellence. The higher the level of administrator, the higher the values were rated. Nearly half of the sample expressed contradictions between financial gains, winning, and values.
This teaching case study outlines an alternative organizational structure of intercollegiate athletics to consider that expands student participation and leadership opportunities while cutting costs through intra-collegiate athletics.
Faculty and Staff perceptions of intercollegiate athletics post NCAA-Investigation. Results indicate polarized viewpoints on most issues with satisfaction for athletics positively correlated with event attendance. Reflecting this polarization, respondent narratives demonstrated a vast array of responses from individuals with no concern regarding current practices to individuals calling for athletics to be removed from the university.
Given exponential increases in expenditures within intercollegiate athletics, conference commissioners shared their thoughts on responsibility, control, and pathways ahead.
In nonrevenue sport programs across the United States in all divisions the educational value is inherent. This significant worth is highly valued by administrators and coaches alike, but based on the amount of programs that have been cut in the last several years it is evident that this value is not recognized because universities have marginalized athletic departments as “other.” Competitive conduct, social conduct and academic achievement were most highly valued across all NCAA divisions, but time allocation to the stated values do not align.
Results reveal an athletic organism that has morphed into a divided system with each school mimicking one another in the arms race of expenditures in their revenue sports, while maintaining core values in the Olympic sport
Sponsors have clear motives and preferences when sponsoring mid-major intercollegiate athletics. Lower costs and on-site signage were deemed the most important factors for their sponsorship choice. Just over half reported evaluating the efficacy of the sponsorship.
Economic theory was utilized to explain the phenomenon of sport cuts within "non-revenue" intercollegiate athletics. Athletic directors confirmed sports where coaches serve as entrepreneurs for their program (boost demand), their viablity as a sport (sustained supply) will be increased.
A survey of 1,095 wrestling stakeholders indicated dissatisfaction with current rules and regulations.