Sport in Turkey: the Post-Islamic Republican Period

A Brief Evaluation of Development of Turkish Sport from 1839 to 1923

Although the modern Turkish Republic was officially established in 1923,
the liberalization, secularization and the democratization process of
the Republic was initiated in 1839. All of these three phases occurred
in conjunction with the Tanzimat reforms, which granted partial constitutional
rights to the Turkish people.

After the Tanzimat, the Turkish people reorganized their lives and established
organizations on voluntary and constitutional principles. The formation
of such organizations also provided leadership for sports activities within
the country. Eventually, the sport movement gained momentum. According
to Fisek, “Despite the discouragement of government, the popularity
and enthusiasm for sports were manifested” (p. 270). However, Turkish
sport had not yet set national objectives nor defined goals.

Prior to the Republican Period, between the 1650’s and the 1920’s, the
Ottoman Empire was constantly at war with one or more of her enemies,
weakening the economic and political strength of the nation. During this
period of crisis, it was only natural that the issue of sport escaped
the attention of officials. Nevertheless, it was also “…handed
over to the protection of a few rich individuals called Agas, and of sport
Tekkes (an ancient form of sport clubs) which provided shelter and management
for sport” (Fisek, 251). According to Fisek, “The largest of
all tekkes was in Istanbul and sheltered approximately 300 athletes, mostly
wrestlers” (p. 257). In some instances, services for the sports were
also provided by the Sultan’s Palace.

In the history of Turkish sport this period is remembered as the “Period
of Protectionism” (Fisek, 250). Furthermore, under the protectionist
system, entire services enhanced the athletic performance of Turkish athletes,
yet no effort was advanced for the development of the institution of sport
per se. According to Hicyilmaz, “…there was not any attempt or
any suitable approach to the problems connected with the issues of sport”
(P. 55).

Specific issues regarding sport in Turkiye gained some attention only
around the beginning of the twentieth century when some European-educated
Turkish sportsmen returned with a Western view of sports. With the help
and the experience of these sportsmen “…the system of sport began
to organize and a few national objectives” were stated (Atabeyoglu,
11).

Around the turn of the century, the Ottoman Empire had been suffering
from severe economic and political conditions and was on the verge of
collapse. Finally, soon after WWI, the Empire was invaded and occupied
by the Allied nations of Europe. During this period of invasion, several
“Anglo-Saxon” sports entered into Turkiye.

According to Fisek, “In the cities of Izmir and Istanbul, by using
their diplomatic immunity, the staff of Embassies of England
and France were organizing athletic competitions: cricket, rugby, hockey
and soccer” (p. 249). Ertug reported that, “In 1913, in Istanbul,
the staff of the British Embassy organized a soccer tournament for the
honor of the British commander General Harrington” (p. 8). Moreover,
according to Hicyilmaz, “…by using their diplomatic privileges,
the British merchants and the staff of the British Embassy not only organized
sports competitions but also formed several sports clubs and societies”
(p. 29). It is very important to point out that prior to this period the
occurrence of such events would have been immediately banned by the government.
However, due to prevailing conditions of the occupation, the Ottoman government
was forced to remove the restrictions that blocked the formation of athletic
clubs or associations in the country. According to Howard, “Under
the terms of the Istanbul treaty, during the invasion, the Allied nations
were taking no orders from the Ottoman government” (pp. 136-137).
Taking advantage of the Ottoman government’s vulnerability, a significant
number of athletic clubs were formed, especially by the British. We cannot
interpret England’s initiative as a favor to the Turks, however, England
was not ever concerned with the physical health of the Turkish youth.
Rather, it was a very common British policy that had been used successfully,
in India and in some African nations, to develop sports facilities in
order to restrict nationalism and curb political activity. In fact, in
the early years of the occupation, the British established two soccer
clubs., “The Strugglers” and the “The Progress.” Although
there is no clear evidence, the meanings of the names of the clubs exactly
coincided with the political conditions of both England, which was “progressive,”
and the Ottoman Empire, which was “struggling” at the time.
According to Fisek, “The purpose of the formation and the orchestration
of sport clubs in Turkiye by England were entirely imperialistic”
(p. 268).

It is relevant to stress how external factors influenced the internal
creativity in every area of life in the country. In this regard, the condition
and the subsequent development of sport was not different-from, and were
heavily influenced by, the existing cultural systems in Western Europe
and America. For instance, programs in physical education were modeled
after the calisthenics of Germany and the Scandinavian countries and resembled
the sports and games from England and America. The military and civil
colleges also promoted other gymnastics programs. The first sport clubs
and societies to be organized in Turkiye, however, were those overseen
by the British in soccer and rugby.

British influence on Turkish sport was noticeable, specifically in soccer.
According to Ertug, “The first soccer and rugby club (Moda Futbol
ve Ragby Kulubu) was formed in Moda, Istanbul in 1896′ (p. 6). Although
the British introduced the majority of modern sports such as soccer, rugby,
and hockey, the Americans introduced the game of basketball. During the
occupation “…several nationalist groups were seeking an American
Mandate to protect the country from an English occupation” (Hicyilmaz,
9). According to Fisek, “In 1919, with the financial and technical
assistance of the American government via the Chester Project in Istanbul,
a branch of the YMCA was opened and basketball was introduced to the Turkish
youth” (p. 249).

In the 1890’s Turks were not permitted to participate in modern sport
events against the newly formed British sports clubs, yet some Turks hoped
to have their own sport clubs and club memberships. At the turn of the
century, the Turks’ persistence paid off and they organized their own
athletic clubs. The first clubs to be organized were “The Black Stockings
in 1899, Besiktas in 1903, Galatasaray in 1905 and Fenerbahce in 1907”
(Fisek 256). Despite the fact that the sports clubs were formed back to
back, however, their actual organized athletics were not begun until after
the declaration of the second Mesrutiyet (adoption of constitution) in
1908, which granted more personal freedoms to citizens.

For a while, however, participation in sport activities evolved rather
slowly because, “Most of the societies and clubs were initially concerned
with merely the game of soccer. Sports such as athletics or track and
field, wrestling and basketball, that attracted more attention from the
public, were added only later” (Haluk San, 12).

In the first quarter of the twentieth century, participation in sport
activities increased overwhelmingly, “…and at one point there were
so many sports clubs that for the first time the Turkish sport felt the
need for federation” (Aksin, 316). From 1903 to 1914 patterned along
the British style, a few soccer leagues such as Istanbul Futbol Birligi
(IFB) and Istanbul Futbol-Kulupleri Ligi (IFKL) were organized. Under
the British authority and with the participation of such clubs as the
Moda, Union Club, Elips and the Imogene Club, the IFB was formed in 1903.

After a series of problems the IFB dissolved in 1910 however; but In
the same year by adding a couple of Turkish clubs the former members
of the IFB reformed the IFB and established the IFKL which was dissolved
in 1914 (Fisek 284).

The objectives of the IFB and the IFKL were: scheduling and officiating
the league games according to the British system.

Since 1839, after the declaration of Tanzimat, strong nationalistic sentiments
were evoked, and Turks aspired toward increased participation in political,
cultural and educational fields. Unfortunately, such developments, including
participation in sports, were frequently discouraged and suppressed by
the Ottoman Sultans. During the reign of A. Hamit II (1876-1906) “…most
of the cultural and intellectual organizations were shut down” (Eliot,
124). According to San, Unsi and Var, “The Black Stockings club was
closed because the club organized a soccer tournament which gathered an
unexpected number of spectators” (p. 67).

Despite the fact that the Sultan A. Hamit II was determined to dismantle
the functions of most of the social, cultural and intellectual societies
or clubs, “There were a few privileged athletic clubs that functioned
regularly and freely with the help of their members who were either high-ranked
military generals or rich friends of the Sultan” (San, et. all, 30).
The Besiktas Gymnastic Club (Besiktas Jimnastik Kulubu) was one of these
privileged clubs that was formed by the special decree of the Sultan in
1903.

The Turkish sport system was never completely able to free itself from
the outmoded, pan-Islamic political views of the Ottoman Sultans. It is
important to remember that during the pre-Republican period, most people
were barred from joining sport clubs or any other type of social and intellectual
organizations. Fortunately, with the support of the nationalistic movements,
and by the turn of the twentieth century, the sport movement gradually
gained momentum and became the main source of recreation and pastime for
the Turkish youth. The enthusiasm for sports was especially manifested
by outdoor events such as soccer, grease-wrestling and running, and by
indoor calisthenics. According to Apak, “Whereas the game of soccer
was practiced during the weekends, running and wrestling competitions
were conducted at public gatherings and at festivals” (p. 352).

Such recreationally innocent gatherings actually played a decisive role
in the rise and development of Turkish nationalism in the 1910’s. Initially,
sport crowds gathered solely for the sporting event, but such gatherings
soon became a symbolic protest against the Sultanate. Sporting events
contributed to the politization of many people, and eventually the sporting
events served as a political arena.

The Connection of Sports with Physical Education

Turkiye’s sporting and physical education heritage owes a great deal
to the reformists of Tanzimat who “…adopted and applied the general
principles of the French revolution in Turkiye” (Fisek, 262). Modern
sports were completely unknown in Turkiye prior to 1860, but by 1863 school
gymnastics were an esteemed component of urban high school student life.
In almost all of these educational institutions, the “French system
of physical education and sport was practiced and instructed” (Okan,6).
According to Fisek, “The first recorded reference to a person teaching
track and field was a French gymnastics teacher, Curel, at Istanbul’s
Mekteb-i Sultani High School in 1870” (p. 262).

The birth of nationally oriented school sports was a natural result of
the introduction of western physical educational systems in Turkiye. In
addition, Turkiye’s first taste of contemporary sports was made possible
by the practice of French calisthenics on school campuses. According to
Somali, “The first high school to practice calisthenics was Istanbul’s
Kuleli Idadisi in 1863” (p. 10). At that time, the French gymnastics
program was a combination of “fencing, free-style or floor gymnastics
and shot put (Okan, 6). According to San, “By 1869 there were several
schools interested in physical education programs in their curriculum”
(p. 12). Those schools were “Kuleli Idadisi, Mekteb-i Sultani or
Galatasaray Lisesi, Mektebi Bahriye and Mektebi Harbiye’ (San, 12), the
last two of which were military academies.

The physical education classes were not designed to enhance or improve
the physical well-being of students. Rather the PE classes were designed
with such difficult program figures that allowed only the students who
had skills to perform. Therefore) most of the students were discouraged
and did not participate In physical education classes any more (P. 263).

Around the turn of the twentieth century, physical education was not
designed to teach the basic fundamentals of physical and mental health.
Even though sports in Turkish schools were electives, the more prestigious
schools gained much status by offering them, since sports instruction
was not available elsewhere, and its “Western” nature was fashionable,
generating new excitement among the students. It is not surprising that,
from the beginning, the formation and development of modern sports clubs
were initiated on the high school campuses.

Concurrently, there was a growth of in-service teaching in physical education
and coaching from Europe. “Sports and gymnastics became expensive
yet popular” (Okan, 10). Athletic clubs and associations sprung up
all over campuses with a subsequent increase in journalistic coverage
of sports, fired by readers interest at a time when sports events made
even headlines news. Fisek indicates that, “For over forty years
from 1860 to 1903 the development of Turkish sport was affected negatively
by various economic and political conditions” (p. 262). Despite the
fact that most of the modern sports in Turkiye are over a century-old,
very few of them fully developed and reached the level of their European
counterparts, nor were the standards of physical education for students
satisfactory. Basically an elitist system, it remained geared for the
physically gifted.

Development of Sport in Turkiye since 1923

After the war of independence in 1923, through the restoration of full
national and political independence and under the leadership of Ataturk,
the founder of the Republic of Turkiye, the Turks eagerly decided to liberate
themselves from any form of out-moded, pan-Islamic Ottomanist concepts.
Ataturk introduced several reforms ranging from education to religion.
The fundamental aim of these reforms was to break the centuries-old traditions,
to modernize and to elevate Turkiye to the level of Western nations. Ataturk’s
liberal and far-reaching reforms also created expanding opportunities
for the young and mostly European-educated sportsmen to revolutionize
and revive Turkish sport.

After 1923, opportunities for sports participation were broadened through
leadership provided by the formation of numerous non-government sponsored
sports clubs and associations such as the TICI, (the United Sport Clubs
Association), making possible mass participation. According to Caglar,
“There was a gradual increase in the numbers of people involved in
various sports clubs and organizations on both the competitive and the
recreational level” (p. 3).

Prior to the Republican period, there were no stated national objectives
for Turkish sport. Most of the organized sports activities, even if not
forbidden, were realistically out of the common citizen’s reach. In this
respect, the status quo of Turkish sport greatly differed from sport as
it was overtly focused in the industrialized world. During the Ottoman
Empire, sport was basically a form of amusement for the Sultan’s palace.
However, with the establishment of the new, democratic and politically
more stable Republic of Turkiye, a new organizational framework for sport
was formulated. With its theoretical premises geared toward mass participation,
the envisioned programs promised renewed popular interest and vitality.
This situation, along with the prospects of a revolutionary and improved
way of life, prompted a number of sportsmen to emphasize now aspects of
sport.

Modern Turkiye’s sporting legacy owes a great deal to those European
educated sportsmen: Selim Sirri Tarcan, Ali Sami Yen, Burhanettin Felek,
Nasuhi Baydar and Yusuf Ziya Onis who are considered the “…pioneers
of modern Turkish sport” (Sumer, 26). With their help, “Sport
and physical activity has undergone continuous expansion throughout this
half of the century’ (San, et al, 69-70). The establishment of numerous
athletic clubs, the formation of sport leagues such as ‘Cuma Ligi’, and
the development of voluntary sport associations like the United Sports
Clubs Association were all efforts of these far-sighted men.

A number of trends were occurring simultaneously in Turkish sport during
the early years of the Republic. On one hand, while most of the major,
modern sports were spreading throughout the nation, major national sports
federations were continuously expanding the number and the type of sporting
events held, including long range goals for energizing efforts and further
plans. There was also a growing awareness of the political importance
of sport so that sport started to be used to foster national pride.

On the other hand, and, “…due to the lack of sufficient finances,
there was great difficulty in improving the existing conditions of sport”
(Fisek, 310). Moreover, and perhaps most importantly of all, the traditional,
indigenous Turkish sports such as Cirit, Grease-Wrestling, Archery and
other activities were declining and becoming part of “history.’ These
traditional Turkish sports declined for several reasons; cirit, for example,
were expensive to maintain. But a more significant fact was that they
were seen as old-fashioned and not progressive, partly due to specific
British propaganda that presented Western sports to the younger Turks.

As the modern Turkish Republic was developing rapidly, the traditional
life styles of the Turkish people were also changing. According to Ceki,
“Many young people were

looking around for things to do and to replace traditional ways of living”
(p. 9). It was during this transition that modern sports received the
most ardent attention.

The young generations spent their free time playing various ball games
such as basketball; volleyball and soccer, and running or doing calisthenics.
The noblemen and the townspeople had other sporting activities such
as chess; backgammon, and various card games (Lewis, 89).

The “Halk Evleri” (folk or public houses) were formed and financed
by the government in order to fulfill the great hunger for sports and
to gratify the general public’s desire for intramural sports.

Development of Institutional Sport (1922-1992)

The organizational and administrative development of Turkish sport in
the Republican period can be divided into four periods.

I- Turkiye Idman Cemiyetleri Ittifak 1922-1936
II-Turk Spor Kurumu 1936-1936
III-Beden Terbiyesi Genel Mudurlugu 1938-1992
IV-Genclik ve Spor Bakanligi 1969-1992

I- (Turkiye Idman Cemiyetleri Ittifaki)

After the war of independence a national central organization of sport,
the TICI (Turkiye Idman Cemiyetleri Ittifaki) was formed in 1922 in order
to improve the chaotic, unsatisfactory state of Turkish sport and the
poor performance of Turkish athletes. By the joint efforts of “Selim
Sirri Tarcan, Ali Sami Yen, Burhanettin Felek and Yusuf Ziya Onis, the
major figures of Turkish sport movement, the first congress of TICI took
place” (Fisek, 255 and Sumer, 25). The TICI was the very first independently
organized, volunteer, multi-sports association, which represented Turkish
sport both nationally and internationally. The basic principles of TICI
were adopted from the Swiss sport model, the “Reglements Sportifs
de l’Union Suisse’ (Sumer, 30). The purposes of TICI were:

to direct, coordinate and advance the activities of all sport organizations;
to represent Turkish sport In international events; to Identify and
stabilize the principles of amateur and professional sport; to organize
sport competitions on a national scale; to canalize the free time of
youth for sport and to discover the new athletes, coaches and officials;
to Identify and direct the qualifications for the Olympic Games in accordance
with the National Olympic Committee; to establish and register the national
sport federations to the International sport federations, to make sport
publications (Fisek, 354-365).

For sixteen years, the Turkish sport movement was directed and controlled
by this truly democratic sport institution. Because of its populist status,
the TICI was able to develop and grow at a very fast pace. Sport clubs,
federations and societies were assembled within the various individual
national sport federations that became forming members of TICI Individual
sport federations assembled under TICI. Examples are:

  • Track & Field Federation 1922
  • Soccer Federation 1922
  • Bicycle Federation 1923
  • Fencing Federation 1923
  • Weight Lifting Federation 1923
  • Swimming & Water Sports Federation 1924
  • Skiing & Winter Sports Federation 1924
  • Horse Riding and Trap & Shooting Federation 1926
  • Basketball Federation 1934
  • Volleyball Federation 1934

Prior to the TICI, no sport organization was completely independent
and almost all of them had some political or religious linkage. With the
development of TICI, the issue of sport was temporarily freed from the
touch of politics and religion. In TIOX every form of ethnic and religious
discrimination, divisive politics and religious activities were strictly
prohibited. TICI became the sole representative and defender of Turkish
sport at every level of athletics. TICI was also “…an official
office for the National Olympic Committee [NOCI” (Ertug, 68). Fisek
reported that, “When Selim Sirri Tarcan officially established the
NOC in 1924, he was also an executive member of the TICI’ (pp. 361-362).
In fact, “In the 1924 Paris Olympic Games, the national teams were
financed and represented by TICI” (San, 6).

The 1930’s were a period of reforms, opportunities, freedom, and national
development. During this renaissance it was possible to introduce innovations,
now ideas and various experiments. On the other hand, it was also a period
of economic difficulties left over from the Great Depression. This situation
negatively affected the financial status of TICI.

During the mid-1930’s, there was a general scarcity of financial support
for TICI. Due to this lack of finances, there was great difficulty in
improving the existing conditions of Turkish sport. In 1936, in a congressional
meeting of TICI, the members and the administrative leaders of the association
voted that “The total movement of sport and physical culture should
be government supported, and made a state program” (Fisek, 266-269).
It followed that, “…the Turkish government was pushed to involve
(itself) in the issues of Turkish sport more actively” (Hicyilmaz,
22).

The aim of this decision was to prepare for life both the athletes in
clubs and the students in classrooms. Clearly this could not have been
accomplished without the permanent financial support of the government.
During those years of financial concerns, the TICI was also suffering
politically and there were several disputes among the members of the TICI
that practically forced the organization to seek government support. “In
1936 at its eighth and final congress, the TICI first changed its name
and status and then dissolved itself forever” (Sumer, 28). With this
decision, the semi-government controlled organ of sport, known as Department
of Sport (Turk Spor Kurumu [TSK] was officially established in 1936.

2- (Turk Spor Kurumu) 1936-1938)

Due to the general economic situation, during the era of TICI, the efforts
to improve the overall status of sport and the general fitness of the
population in Turkiye met with limited success because of the lack of
sufficient resources, such as inadequate sport and recreational facilities
and expertise. Hence, in addition to the lack of resources, “The
main objectives of TICI’s member clubs were beyond the development of
mass athletics” (Fisek, 374).

Apak reports that, “‘The sport authorities of ‘TICI were making
a visible effort to maintain a certain balance between competitive sports
and mass participation” (p. 229). However, the former was frequently
sacrificed for the latter. Pressure to obtain and improve the success
level of Turkish sport in international arenas, especially in soccer where
the national team suffered heavy defeats, was one of the key factors in
placing the competitive sports ahead of mass sports. In the 1930’s, this
situation surfaced as a riveting concern for proponents of the nation’s
only political party of Republican Populist Party (RPP). A close relationship
was temporarily established between sport and party leaders. According
to Fisek, “The politicians promised to rescue Turkish sport from
its present conditions, by offering the invaluable goods and services
of RPP’ (p. 373).

Such promises created a working relationship between sport leaders and
the leaders of the RPP. Eventually, in order to alleviate the existing
conditions of sport, in 1936 in the eighth and last general congress of
TICI, the delegates voted convincingly and overwhelmingly, to abolish
itself and to establish the TSK [Turk Spor Kurumu (National Sport Association)].
In this transaction, a system parallel to the Soviet organization of sport
was created. The TSK was registered under the jurisdiction and the office
of the General Secretary of the (RPP). Sumer writes that, “With the
establishment of TSK the Turkish government began to directly and officially
involve itself in the matters of Turkish sport” (p. 29).

The TSK was presented as a hope and as a long awaited cure for the ills
of Turkish sport. According to Fisek, “It was this hope and the assurances
from the media and sport analysts that made the TICI close its doors and
hand over the association and sports to the control of the government
(p. 376).

This was the beginning of an autocratic, centrally administrated, government
controlled sport management period in Turkish sport. There were living
examples of this model in Stalin’s Soviet Union and in Hitler’s Germany,
both of which were working successfully. In fact, “The government
hired a German sport planner and organizer to help Turkish sport develop”
(Fisek, 377). For a time, this arrangement appeared to be successful.
For instance, the TSK was able to use and benefit from the various resources
of RPP such as the youth clubs, camps, folk houses, dormitories, hostels,
etc.

However, soon it was understood that the TSK was very far from being
a cure for Turkish sport. In fact, with the TSK, Turkish sport lost its
most important heritage, its legacy from the TICI as an independent, democratic
volunteer sport organization whose officers, unlike the TSK, “…were
not appointed by a higher authority but were elected’ (Sumer, 29). The
TSK could not guard the independent democratic sporting heritage of TICI,
and the further development of modern competitive sport program in Turkiye
was unsuccessfully cultivated.

Despite the slow progress under TICI, there had been indications of
growing interest among the Turkish leaders concerning the possible significance
of physical activities and sport within the context of national development.
Yet during the TSK, this essential concern was vanquished by political
ambitions of the TSK leaders. With power politics of key interest, sport
and physical education were regarded as highly valuable tools for underlining
both national health and national defense programs. Despite the fact that
these uses of sport were praiseworthy, and possibly because of politization,
Turkish sports stagnated. According to Sumer, “The battle for leadership
was the most important factor that paralyzed the functioning capacity
of the system of sport in the nation” (p. 33). Therefore, the period
of TSK “…was no more than a period of transition of sport from
an independent volunteer system to a completely controlled and centralized
system of sport administration” (Fisek, 373). The primary goal of
TSK was: “To enhance the mental and the physical health of the citizens
through organizing and developing sports and physical activities in revolutionary
and nationalistic directions” (Records of BTGM, p. 657).

3-(Beden Terbiyesi Genel Mudurlugu 1938-1992)

The attempts of TSK to centralize sport were unsuccessful. In 1938 a
special law (3530) the “Beden Terbiyesi Kanunu,” was established
in order to “…assist and promote culture and national development
in Turkiye by creating a militant youth with a nationalistic spirit to
defend Turkiye’s national sovereignty” (Fisek, 367-386). With this
law, the centralization of Turkish sport was accomplished.

Sport and physical education were considered by the government as capable
of supporting the political struggle through disciplined training of the
masses. They were further regarded as vehicles through which national
unity and national integration and national defense might be strengthened.
It was this idea that led to the establishment of the The National General
Directorate of Sport (Beden Terbiyesi Genel Mudurlugu) (BTGM) in 1936.
The directorate subsidized the hiring of coaches, the formation of sport
federations, the building and equipping of sport facilities, and the opening
of regional administration offices in the major cities. Fostering the
development of sport in general the BTGM has both major and minor departments
for all areas of athletic endeavor, as well as departments which “…plan,
conduct and supervise the training of specialists in the building of sport
facilities, international sport relations, sport politics, budgeting,
Sport Lottery’ (TBMM Zabit Ceridesi, in Fisek, pp 2-3).

The BTGM was originally signed under the authority of the Prime Ministry
but, as the governments were changed, the responsibilities and the official
administrative location of the BTGM were changed and registered under
the authority of various sport ministries. For instance, in 1969, when
the Ministry of Youth and Sport was established, the BTGM was automatically
located under this ministry:

When sport became an Issue of education, the BTGM was located under
the authority of Ministry of Education. When It became an issue of youth
then the BTGM was located under the administration of Ministry of Youth
and Sport, and when sport became a national issue then the office of
the BTGM was registered under the authority of the Prime Ministry (Fisek,
418).

BTGM was under the jurisdiction of the Ministry of Education, Youth and
Sport.

The BTGM was responsible for the development of sport in Turkiye and
“…worked in close co-operation with the various sport federations
and practically supervised their work” (Beden Terbiyesi Kanunu, madde
14, in Fisek, 367).

Since 1936 the Turkish system of sport has been a highly centralized
and controlled bureaucracy that is administrated by the supervision and
guidance of BTGM which currently uses the title or the name Genclik Spor
Genel Mudurlugu (GSGM) or the Directorate of Youth and Sport. The objectives
of the GSGM are:

to develop a bodily and mentally fit, united) revolutionist, nationalist
youth; to fertilize and spread out the sport and physical education
nation- wide; to free the citizens of Turkiye from habits of drinking
alcohol, smoking, and gambling; to develop strong and able-bodied citizens
and national soldiers for the national defense; to open new horizons
for the national youth, to organize, administer and prepare sport competitions
and represent the Turkish sport Internationally; to create opportunities
for both amateur and professional athletes to go abroad and compete
and represent the Turkish Republic In International arenas (Fisek, 386).

The underlying, nationalistic principles of sport policy of GSGM have
been centered in the principle of a sound mind in a sound body (“Saglam
Kafa Saglam Vucutta Olur”), a slogan adopted by Ataturk. A holistic
physical, mental and social development of the individual is emphasized
to prepare people for personal well-being and for potential defense of
the nation. The strengthening of the masses is considered to be of central
importance for the regime. From its inception, the most important concern
of the GSGM has been to use sport for the demonstration of national pride.
The achievements of Turkish athletes in international competitions have
provided an impetus for the rise of Turkish sport and to bring international
recognition to the nation.

4-(Genclik Spor Bakanlinligi)

The Ministry of Youth and Sport (Genclik ve Spor Bakanligi) was established
in 1969, during the government of the late Prime Minister Suleyman Demirel,
in order to bring the state and Turkish sport closer together and to give
the governing body of sport more political authority. The GSB was an attempt
to reshape Turkish sport and reemphasize its role in national development
by fostering and equipping children and youth organizations, by contributing
both to physical fitness and sport-for-all programs and by contributing
to competitive sports. The duties of GSB were to “…direct sport
in the country, to work out a legislative policy, put sport programs into
effect, and to coordinate the practical and theoretical connections or
works of federations and different physical cultural organizations”
(Fisek 413).

However, several critics reported that the objectives of GSB were part
of the objectives and the duties of several other ministries such as the
ministry of education, ministry of health and social services, ministry
of labor, ministry of village affairs, ministry of tourism and the ministry
of culture. But there was little co-operation among these various ministries
for sharing authority and responsibility. Although the GSB was granted
official responsibility, this ministry gained very little respect governmental
role in sport.

For instance, starting in 1963 Turkiye entered into the period of a five-year
development plan. According to Sumer, “In the first five-year development
plan (1963-1968) the topic of sport was not taken up” (p.106). In
the second five-year plan, sport was mentioned in but a single line, the
“Sport-for-all program should be encouraged” (Sumer, 106-107).

Moreover, during the GSB no effort was generated to close the gap between
the opportunities for city and rural youth in sport. Contrary to the objectives
and the expectations of both GSGM and GSB, sport and physical education
had been considered to be of little value in national and economic development.
Consequently, the expectations and the objectives of both the GSB and
the GSGM have not been accomplished.

As a final forfeiture, the dissolution of the GSB cost Turkish sport
a drastic budget reduction from the government. Turkish sport was left
with a low priority and sought “…technical assistance and aid from
the private sectors.” Another blow, along with the dissolution of
GSB, was the loss of the country’s best sport science and education institutions
such as the sport academies.

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2013-11-26T20:19:26-06:00March 3rd, 2008|Contemporary Sports Issues, Sports Management|Comments Off on Sport in Turkey: the Post-Islamic Republican Period

Best Practices For Game Day Security At Athletic & Sport

Introduction

On September 11th, it became abundantly clear that stadium and arena operators needed to incorporate security safeguards at America’s sporting venues. Increased foresight and precautions have become an integral part of standing orders at athletic venues not only for protecting existing facilities, but also in the defense of future sites. The authors of this article formed a team of researchers who conducted a nationwide investigation on the current game day security operations at Division I college football and basketball sporting venues. This research highlighted a number of security precautions that should be taken into consideration during all phases of facility operation: from initial design through post-event debriefing. The authors realize that every venue is different and therefore each site presents unique challenges that stadium, athletic directors and arena managers will need to overcome. For that reason alone, the checklist was constructed by relying on an extensive review of literature along with personal contacts with prominent security professionals across America. An initial instrument was pilot tested for content validation to a select group of Division I institutions along with a small number of professional experts including the Vice Presidents of Security for all four major professional sports leagues. This work resulted in the creation of the “Game Day Security Operations Checklist” that consists of 38 items vital to security preparations at stadiums and arenas.

After designing the instrument, it was sent in a survey packet to all Division I athletic directors and university directors of public safety. The athletic directors chosen to participate in the study were identified through the 2002-2003 National Directory of College Athletics (Collegiate Directories Inc., 2002). The remainders of the study’s participants were identified through a combination of Internet research and personal phone calls to individual institutions. In addition to the Game Day Security Operations Checklist, the survey packet included a cover letter that informed the participants that all information gained from completed surveys would be used by the researchers solely for statistical purposes and would be held to strict confidentiality and anonymity for security purposes.

The participants were asked to rate the frequency with which they implement each of the 38 security measures on a 5-point Likert-type scale. The scale was set as follows: 1 indicating no emphasis (this is not part of our game day operations), 2 indicating moderate emphasis (we feature this at 50% of our athletic events), 3 indicating priority (we feature this at 75% of our athletic events), 4 indicating we feature this (this is part of our standard operating procedure), and 0 indicating no opinion.

One hundred and twenty-one different schools responded to the survey and that is representative of 38% of the Division I colleges and universities in America. Completed surveys were received from all 31 polled conferences.

How Does Your University Match Up Against The Best Prepared Football Stadiums

Figure 1. presents 21 concepts along with the mean score for the most secure stadiums versus stadiums operating at a lower level of security. At the request of numerous athletic directors and a reporter at AP News, the research team also categorized the costs of implementing each precautionary measure. Individual prices are not listed since the costs for each of theses measures varied according to geographic regions. Three levels of cost classifications were utilized and they included: Prohibitive, Moderate, and Low. The authors have included the actual Game Day Security Checklist as a separate addendum for those colleges and universities that did not participate in this research and who might wish to fill out the checklist prior to reading the results listed below.

Figure 1. Differentiating Concepts for Football Stadiums

Security Concept Most Secure Stadiums Lower Level Security Stadiums Cost To Implement Denoted as Prohibitive ($$$), Moderate ($$), and Low ($)
Establish Central Command 4 1 $
Venue Lockdown 4 1 $
Bomb Sniffing Dogs 4 1 $$
90 Minute Pre-event Concession Delivery Minimum 3 1 $
24 Hour Security 4 1 $$
Restricted Areas 4 1 $
Photo Ids for Employees 4 1 $
Formal Risk Management Plan 4 1 $
Pre-event Training 4 1 $$
Coordination with State Police 4 2 $
Formal Evacuation Plan 4 1 $
Awareness Nearby Explosives 4 3 $
Under Cover Surveillance 3 1 $$
No-fly Zones 4 1 $
Mobile ER 4 1 $
No Re-entry 4 1 $
1 Crowd Observer for every 250 Spectators 4 1 $
Security Patrols in Parking Lot 4 1 $$
Periodic Broadcasts Regarding Security Factors 3 1 $
No Carry-ins/ Backpacks 4 1 $
Post-event Debriefing 4 1 $

How Does Your University Match Up Against The Best Prepared Basketball Arenas

21 concepts were identified as being those security measures that separated the highest scoring basketball institutions from the lowest scores in the study. Figure 2. presents these concepts along with the score connected with the top 25% most secure arenas verses the lowest quartile of arenas operating at a lower level of security.

Figure 2. Differentiating Concepts for Basketball Arenas

Security Concept Most Secure Arenas Lower Level Security Arenas Research Cost Denoted as Prohibitive ($$$), Moderate ($$), and Low ($)
Establish Central Command 4 2 $
Venue Lockdown 4 1 $
Bomb Sniffing Dogs 1 1 $$
90 Minute Pre-event Concession Delivery Minimum 2 1 $
24 Hour Security 4 1 $$
Restricted Areas 4 2 $
Photo Ids for Employees 4 1 $
Formal Risk Management Plan 4 2 $
Pre-event Training 4 2 $$
Coordination with State Police 4 2 $
Formal Evacuation Plan 4 3 $
Awareness Nearby Explosives 4 1 $
Under Cover Surveillance 2 1 $$
No-fly Zones 1 1 $
Mobile ER 4 1 $
No Re-entry 4 1 $
1 Crowd Observer for every 250 Spectators 4 1 $
Security Patrols in Parking Lot 4 2 $$
Periodic Broadcasts Regarding Security Factors 3 1 $
No Carry-ins/ Backpacks 4 1 $
Post-event Debriefing 3 1 $

The Best Prepared Football & Basketball Conferences
Football fans anxiously anticipate the release of the preseason top 25 Coaches Poll just as basketball fans burn the midnight oil creating their March Madness brackets looking forward to the Final Four. Just as there can only be a certain number of dominant teams on the gridiron or hardwood, so there are a handful of superior athletic conferences when it comes to Game Day Security Operations. The researchers have discovered the following elite conferences that indicated compliance with the proposed security concepts 75% of the time or more along with their total score, out of a highest possible Game Day Security Operations Checklist total score of 152.

Figure 3. The Best Prepared Conferences

Football (Cumulative Score) Basketball (Cumulative Score)
SEC (100) Big East (88)
Big East (95) SEC (83)
Pac-10 (92) Big 12 (82)
Big 12 (91) Big 10 (81)
Big 10 (89) West Coast Conference (79)
ACC (89) Horizon League (78)
WAC (79)
Mountain West (77)

Figure 3. indicates a number of important results. First, a total of eight conferences participating in Division-I football complied with the proposed security measures at 75% of events while only six basketball-playing conferences achieved the same level of compliance. The researchers believe there are a number of reasons for this discrepancy. First, Division-I football stadiums resemble professional venues to a greater degree than basketball arenas. While this is a generalization, many football stadiums are used almost exclusively for the football games while being located off campus and shut-off from the normal flow of students, faculty, etc. In contrast, basketball arenas are often considered just another on-campus facility. These facilities are often used for classroom space, intramurals, and other daily events. The nature of football stadiums as being isolated from the routine college campus traffic and usage while also being more catered to corporate clients may allow for more stringent security procedures. This is one possible explanation for the discrepancy between the numbers of elite football conferences complying with the proposed security measures as compared to the number of basketball venues reaching the same level of compliance. Another possible explanation is that the number of events scheduled for indoor venues far exceeds the total number of events held in outdoor football stadiums. As usage of a facility increases, so does the cost of securing that venue. With daily usage of basketball arenas, stringent security may tax the university’s capacity to implement the majority of the security measures as part of its standard operating procedure.While a few of the suggested security concepts are admittedly cost prohibitive, such as the deployment of antiterrorism squads and the utilization of biological detection equipment that might be used at the Super Bowl or NCAA finals, in a similar manner that the daily implementation of even the moderate cost items may stress the average athletic department budget, there are methods by which a university may ameliorate this financial burden. For instance, Mr. Bernie Tolbert, Vice President of Security for the National Basketball Association, has suggested rotating the utilization of security concepts from event to event. This will prevent potential security threats from establishing a pattern to a venue’s security measures. Milt Ahlerich, Vice President for NFL Security identified the installation of jersey barriers or other concrete bollards as one of the most important factors. Fifty-six percent of the respondents for football and eighty-one percent of the respondents for basketball have not installed concrete bollards at their venues. While somewhat cost prohibitive, this one time investment coupled with several of the low to moderate cost items like prohibiting re-entry, no carry-ins, and the prohibition of deliveries 90 minutes prior to the event go a long way in securing these sporting venues.

Lessons Learned

The cornerstone of all good research centers on the transformation of theoretical concepts into improved practice. Similarly, just as teamwork is the cornerstone of all successful athletic programs, so communication is the foundation of all safe sport venues. If the unique atmosphere of collegiate athletics is to be preserved, and the excitement of Rivalry Week, Midnight Madness, New Year’s Day bowl games, and the Final Four is to be enjoyed by future generations of fans, then athletic directors and directors of public safety at college campuses need to scrutinize their game plans well in advance of the kickoff and tip-off of each season. Furthermore, coordinated communication must be a priority from pre-event training through post event debriefing. Several NFL teams including the Buffalo Bills and the Jacksonville Jaguars have planned and practiced coordinated responses to a variety of disaster scenarios. Stadium and arena managers with the support of their college and university presidents should develop and practice coordinated responses to a variety of disaster scenarios with their local, state, and federal first responders. Just as all players on a team need to have intimate knowledge of where they are supposed to be on the field or court and the responsibilities that accompany that position, so all athletic directors and support staff must be familiar with their particular roles and responsibilities. Simple knowledge of individual responsibility, however, is not sufficient. This is why constant communication both in the air and on the ground from within the hot zone and outside the hot zone is vital to the protection of collegiate athletic events should an attack take place. The head coach serves as the hub of all team communication and game plans just as the central command of a stadium or arena directs all communication efforts and coordinates the formal planning, from risk management to evacuation, that is necessary to securing the safety of players, coaches, the media, and the fanatical supporters in the stands.

Final Thoughts

The Springfield College faculty and students that comprised the Game Day Security Checklist Research Team for stadium designers and operators are hopeful that this easy reference checklist will be useful as the security and operation experts on the front lines develop their strategies to safeguard their athletic and sport venues. The Research team would also like to thank experts Martin Boryszak, Kathy Larue, and John Pantera for their counter-terrorism consultations. A special word of thanks is extended to Larry Perkins, General Manager of the RBC Center in North Carolina, and to the Vice Presidents of Security for each of the four professional leagues, most especially Milton Ahlerich, Vice President Security NFL, and Bernie Tolbert, Vice President Security NBA and Distinguished Weckwerth Lecturer, Springfield College Sport Management & Recreation Department 2003.

2016-10-12T11:55:38-05:00March 3rd, 2008|Contemporary Sports Issues, Sports Facilities, Sports Management|Comments Off on Best Practices For Game Day Security At Athletic & Sport

Inherent Conflicts of Interest in the National Football League Management Structure May Render the Rooney Rule Meaningless

Introduction

Recently, the National Football League (NFL) has come under attack for its minority hiring practices at the upper echelon management positions. Lawyers Johnnie L. Cochran, Jr. and Cyrus Mehri have notified the NFL that they will sue unless substantial progress is made by the NFL in the hiring of African-Americans for head coaching positions. The NFL’s response was to enact the Rooney Rule, a league policy requiring each team to interview at least one minority candidate when seeking to fill a head coaching vacancy.

Although the NFL continues to face external opposition to the Rooney Rule which many opponents state is not aggressive enough, its most formidable opposition may be internal, occasioned by the inherent conflicts of interest in the NFL’s own management structure. This article will explore the conflicts of interest inherent in the league’s structure, including the respective roles of the NFL Commissioner and league owners.

Background

The 2003-2004 National Football League season marks the league’s 83rd year since its inception in 1920. While, currently, nearly 70% of all NFL players are African American, only 3 of 32 head coaches are African-American(Simmons, 2003). In fact, the NFL’s track record in the hiring of black coaches throughout its existence has not been much better. When considering the over 400 head coaches hired all-time by the NFL, only 7 have been African-American revealing a grossly inadequate percentage of 1.75%.(Cochran & Mehri, 2002)

As illustrated in the following table, there have only been 6 African-American head coaches in the modern NFL, commencing with Art Shell in 1989. Prior to Shell, the NFL had not hired an African American head coach in sixty-four years.(Cochran & Mehri, 2002)

Table 1

African-American Head Coaches in the NFL

COACH TEAM TENURE
Fritz Pollard
Hammond Indiana Pros
1923 – 1925
Art Shell
Los Angeles Raiders
1989 – 1994
Dennis Green
Minnesota Vikings
1992 – 2001
Ray Rhodes
Philadelphia Eagles
Green Bay Packers
1995 – 1998
1999
Tony Dungy
Tampa Bay Buccaneers
Indianapolis Colts
1996 – 2001
2002 –
Herman Edwards
New York Jets
2001 –
Marvin Lewis
Cincinnati Bengals
2003 –

In response to a September 2002 study by Janice Madden, Ph.D., commissioned by attorneys Johnnie L. Cochran, Jr. and Cyrus Mehri titled “Black Coaches in the National Football League: Superior Performance, Inferior Opportunities” and a threatened lawsuit against the NFL for its unfair hiring practices by the two noted attorneys, the NFL’s owners agreed, in principle, in December 2002 to implement a league policy requiring that any team seeking to hire a head coach would have to interview at least one minority candidate.(Farrell, 2003) This new rule became known as the “Rooney Rule”, named after the Pittsburgh Steelers owner Dan Rooney, who serves as chairman of the NFL’s workplace diversity committee.(Lions’ Millen fined $200K for not interviewing minority candidate, 2003). Despite the NFL’s proactive attempt to address its own minority hiring practice problems, the Rooney Rule may never have a meaningful impact due to the inherent conflicts of interest posed by the NFL’s management structure. A “conflict of interest” is defined as a situation when an individual has a conflict between competing duties or between private interests and professional responsibilities. How does an NFL owner who sits on the league’s diversity committee and believes in the Rooney Rule in theory not in practice enforcement of the rule against other owners and himself? How does the NFL Commissioner who is hired by the owners and is accountable to the owners enforce the Rooney Rule against those very same owners?

The NFL Commissioner

In March 1941 the NFL named Elmer Layden its first commissioner. In broad terms, a commissioner’s role is to exercise broad administrative or judicial authority. More specifically, the NFL Commissioner manages the business affairs of the league and is its most visible representative.

The management structure of the NFL reveals the inherent conflicts of interest when considering the juxtaposition of the commissioner and the league’s owners in the context of such structure. While the commissioner is an employee of the owners, he also, in many ways, directs, oversees and otherwise polices the owners in the due course of his role in running the day-to-day operations of the NFL. For example, the commissioner may discipline an owner for violating a standing NFL regulation under the guise of maintaining the sanctity and integrity of the sport. However, this power is anything but unbridled as the owners hire the commissioner, and possess mechanisms to fire him when his decisions are adverse to their interests (Wong, 2002). If a commissioner’s paramount concern is his very own job security, how does he simultaneously do what is in the best interest of the sport in the face of the owners’ divergent interests?

Another glaring conflict of interest which compromises the commissioner’s ability to fairly carry out the duties of his office are the politics involved in pleasing the owners as a collective group. As a result of the varying and sometimes conflicting interests of the owners, in order to be effective, the commissioner must be diplomatic and political in his approach if he wishes to have a successful and lengthy tenure in office (Wong, 2002). How does the commissioner simultaneously, for instance, weigh the interests of owners of big market teams vs. the interests of owners of small market teams? Does he simply side with the more influential owners in name of his own job security, notwithstanding a potentially detrimental impact on the sport?

The commissioner also manages issues involving players. When the players and owners have opposing positions on a particular issue the commissioner’s conflict of interest is pronounced. Fortunately for players, the commissioner’s power over the players is regulated by three main documents: the league’s Basic Agreement, the Uniform Player Contract, and the Collective Bargaining Agreement (Wong, 2002).

Despite the adoption of the three main documents, professional athletes in the big four sports leagues (i.e., NFL, NHL, NBA and MLB) recognized the inherent conflicts of interest in the commissioner acting as arbitrator between players and owners in grievance proceedings. “First, players asserted that the commissioner would not be able to remain impartial if the grievance was against a decision he himself had made. Second, the players claimed that the commissioner of a professional sports league is hired and fired by the owners of that league, and therefore is not an impartial entity but may have a bias toward the owners.”(Wong, 2002) As result, players demanded and were granted a system whereby an independent party would act as final arbitrator.

The Owners

In 1900 William C. Temple took over the team payments for the Duquesne Country and Athletic Club, becoming the first known individual club owner.(NFL.com) Owners in the modern NFL are still individual or private franchise owners. As mentioned previously, the owners hire a commissioner who is charged with operating the league on a day-to-day basis and generally hire an individual they believe will advocate for their own best interest. It is not surprising then, that the current NFL commissioner, Paul Tagliabue, served as the NFL’s principal outside counsel prior to becoming commissioner. (Sportsencyclopedia.com)

The owners establish league policies through a committee structure. Through membership on the various committees (e.g., finance, rules, diversity, etc.), owner’s set policy which, in theory, promotes the sport’s long-term viability, maintains its integrity, sanctity, commercial appeal, etc. Policies approved by the various committees are implemented and enforced by the commissioner. Finally, the owners operate their individual teams all of whom must abide by the policies set by the various committees and enforced by the commissioner.

The NFL’s management structure pertaining to owners as outlined above, also reveals inherent conflicts of interest. The owners hire the commissioner and author policies as committee members that the commissioner must, in turn, enforce against them as individual franchise owners. The owners as a collective group must also be able to place the best interests of the league ahead of their individual interests as franchise owners. How does an owner simultaneously consider conflicts of interest posed by weighing their individual goals against that of the league’s and the sport’s goals as whole?

Conclusion

Due to the NFL’s management structure, which is fraught with inherent conflicts of interest, the commissioner, who is beholden to the owners, is reduced to figure head status when it comes to the enforcement of league policies such as the Rooney Rule. Sure, the commissioner is empowered to levy penalties (e.g., monetary fines, etc.) against teams that violate league policy, but such disciplinary action is discretionary with the interpretation of the letter and spirit of the rule left to the devices of the commissioner on a case-by-case basis.

The conflicts of interest in the NFL’s management structure were, by design, created by the owners to benefit the owners. Therefore, in order for the Rooney Rule or any other policy to have a meaningful impact the owners must embrace it, not only in theory, but also in practice. The commissioner may attempt to cajole the owners into complying with a policy, but it is the owners who must actually take action. Owners must embrace a policy to the point that it becomes embedded as the normal and accepted way that business is conducted, notwithstanding conflicts of interest in management structure. This is the only way a league policy, fair hiring or otherwise, will have a meaningful effect.


Simmons, C. R. (2003, August 11). Cochran and Mehri Take Aim at the NFL. Blackenterprise.com. Retrieved August 11, 2003, from the World Wide Web:
http://www.blackenterprise.com/ExclusivesOpen.asp? Source=Articles/11142002CS.html

Cochran, J. L., & Mehri, C. (2002). Black Coaches in the National Football League: Superior Performance, Inferior Opportunities. Retrieved August 11, 2003, from the World Wide Web:
http://www.findjustice.com/ms/nfl/indextop.html

Farrell, W. C. (2003, August 3). Walsh Network Produces Diversity as Well as Success. The New York Times, Section 8-11

 Lions’ Millen fined $200K for not interviewing minority candidates. (2003, July 25). CBS SportsLine.com. Retrieved July 29, 2003, from the World Wide Web:
http://cbs.sportsline.com/nfl/story/6498949

Wong, G. M. (2002). Essentials of Sports Law (3rd ed.). Connecticut: Praeger, p. 13

NFL History — Chronology 1869-1910. NFL.com. Retrieved August 12, 2003, from the World Wide Web: http://ww2.nfl.com/history/chronology/1869-1910.html

Paul Tagliabue (1989-Present). (2002, August 26). Sportsecyclopedia.com. Retrieved August 13, 2003, from the World Wide Web:
http://www.sportsecyclopedia.com/nfl/comish/tagliabue.html

Author’s Note:

Corey M. Turner, J.D./M.S.W. is an Adjunct Professor of Sports Law and Ethics in the Graduate School of Business at the Metropolitan College of New York and Instructor of Business Law / Corporations at the New York Paralegal School. He is also Principal in The Turner Law Firm, P.C., a New York City Corporate, Entertainment and Securities firm.

2020-10-06T08:28:12-05:00March 3rd, 2008|Contemporary Sports Issues, Sports Facilities, Sports Management|Comments Off on Inherent Conflicts of Interest in the National Football League Management Structure May Render the Rooney Rule Meaningless

An Investigation of Environmental Motivation Factors Affecting Fans of Minor League Baseball

Although they are important to the sports spectator experience, there have been few studies of crowd control, concession services, parking, and the like. These environmental motivation factors as they affect fans of specified sports were the focus of this study, which took as its premise that fans of a given sport differ from fans of other given sports in terms of their motivation to follow the progress of a team. The neo-Marxist critique of spectator sports in capitalist society holds that sports spectators are more likely than nonspectators to be actively involved both in sports and in other cultural activities, including politics. Furthermore, many spectator sports actually tend to increase hostility and aggression in fans, rather than rendering fans apathetic or providing them the lucid equivalent of an Aristotelian catharsis (Guttmann, 1981). From ancient times to the present, individuals who have demonstrated allegiance or devotion to a particular sport, a particular team, and/or a particular player have been classified as sports fans.

According to previous studies (Hansen & Gauthier, 1989; Zhang, Pease, Hui, & Michaud, 1995), there are four major factors that affect spectators’ decisions about attending games. The attractiveness of the home team is a first and vital consideration. Individual players’ skill, league standing, breaking of prior records, team record, performance, and star players together affect fans’ attendance at games (Zhang et al.,1997). In Greenstein and Marcum’s study (1981) of Major League Baseball from 1946 to 1975, hypothesized reasons for attendance at games were teams’ win-loss records, pitching staff, and home-run batters. The study results showed that 25% of the variance in attendance was due to team performance. Jones (1984) found a number of significant factors related to hockey game attendance: a winning home team relative to the league, a qualified visiting team relative to the league, a game’s role in progress to season play-offs, superstar players, and preference as to team style (i.e., fighting vs. skating).

The attractiveness of the visiting team (its quality, the presence of star players, the strength of its rivalry with the home team, etc.) is a second major factor in fans’ decision making about game attendance (Zhang et al., 1997), and a third is economic variables including ticket pricing, promotions, and advertising (Hansen & Gauthier, 1989; Zhang et al., 1995). Promotions and income have been found to relate positively to game attendance, while ticket price, televising of games, available entertainment alternatives, and available sport-event alternatives have generally been found to relate negatively to game attendance (Baade & Tiehen, 1990; Bird, 1982; Siegfried & Eisenberg, 1980; Zhang et al., 1995). The fourth significant factor in fans’ decisions to attend games is audience preference, meaning, for example, game schedules, convenience, stadium quality, weather, and team history in a community. Weekend games and end-of-season games increase attendance, while afternoon games decrease attendance; showing no effect on attendance are double headers and home dates (Drever & MacDonald, 1981; Hansen & Gauthier, 1989; Hay & Thueson, 1986; Hill, Madura, & Zuber, 1982; Siegfried & Eisenberg, 1980). In addition, team attractiveness variables and audience preference variables have generally been found to relate positively to game attendance (Baade & Tiehen, 1990; Becker & Suls, 1983; Bird, 1982; Demmert, 1973; Godbey & Robinson, 1979; Hansen & Gauthier, 1989; Jones, 1984; Wall & Myers, 1989; Whitney, 1988; Zech, 1981).

Employing psychological and sociological theories concerning sports fans, Wakefield and Sloan (1995) sought to identify specific stadium factors affecting attendance. Their study argued that spectators who enjoyed spending time at a stadium should be relatively likely to want to spend additional time there, while conversely, spectators who had had an unpleasant experience at a stadium should be relatively unlikely to want to spend additional time there (and risk repetition of the unpleasant experience). Stadium qualities that have been considered environmental motivation factors include parking, cleanliness, comfort (or convenience), food service, and fan behavior, as outlined below.

Where stadium parking spaces are ample, spectators’ enjoyment of the stadium experience may be enhanced. Low-tolerance and task-oriented individuals may experience frustration if locating a parking space and/or walking in to the stadium require excessive amounts of time (Bitner, 1992; Snodgrass, Russell, & Ward, 1988). Spectators dissatisfied with parking conditions are relatively likely to leave a game early and express less satisfaction with their stadium experience.

The cleanliness of a stadium is primarily a function of stadium service quality. For instance, as a game progresses, restrooms and concession areas can fill with trash and spilled food and drink. Spectators confronting such refuse may feel unwilling to use the facilities and may become dissatisfied (Wakefield & Sloan, 1995).

Physical comfort in a stadium is, as Melnick (1993) found, another important factor. The width of aisles and hallways, the arrangement of seats, and the amount of room afforded for concessions and restroom facilities (which may also be thought of as the convenience of stadium facilities) should be sufficient to accommodate social interaction and facilitate enjoyment of the game. A spectator who feels uncomfortable because other spectators are too close or who feels hampered in exiting the stands and accessing restrooms or concessions may leave a game early and hesitate to attend further games (Wakefield & Sloan, 1995).

From a food service perspective, spectators are virtually held captive in the stadium for the three or more hours before and during a game (Wakefield & Sloan, 1995). By offering a variety of appetizing foods, a stadium facility enhances the spectator’s sports encounter.

Finally, fan behavior that is offensive to or abusive of fellow fans may, Bernstein noted (1991), prompt some spectators to leave a game early, especially when such behavior continues throughout a game. Both players’ behavior and the intensity of the two opponents’ rivalry affect fan behavior, as does alcohol consumption.  When stadium managers and personnel carefully monitor fan behavior, moving quickly to end unpleasant situations (in other words, when they practice crowd control), many negative experiences on the part of their patrons can be prevented (Wakefield & Sloan, 1995).

In addition, while each of the five preceding stadium factors would be expected to influence all spectators, those spectators who are most loyal to the home team should be relatively likely to stay throughout a game and to return to the stadium in future, due to their loyalty to the team. In other words, spectators who are loyal to the home team are likely to want to spend time at the stadium, and to return, primarily due to a desire to see the team play (Wakefield & Sloan, 1995).

]Methodology[

The purpose of this study was to examine environmental motivation factors and fan loyalty affecting Alabama residents whose communities had no Major League Baseball team, but did have a Class AA Minor League Baseball (MiLB) team. Specifically, the study sought to ascertain the types of environmental factors (parking, crowd control, stadium cleanliness, convenient facilities, and food and beverage service) affecting fans who are attending professional baseball games. Fan loyalty to specific baseball teams was also analyzed.

To obtain fan responses reflecting realistic evaluations of the related stadium and environmental factors, Wakefield and Sloan’s (1995) adapted Stadium Factors Measurement questionnaire was modified and used with an on-site distribution and collection strategy during each July 2001 home game of the Mobile (Alabama) BayBears. The BayBears are a Class AA MiLB team in the Southern League and play in Hank Aaron Stadium. The questionnaire was distributed in all 14 seating sections of the stadium. The researchers employed a stratified random sampling method with no discriminating factors except age.  Any qustionnaire collected by the researchers that had been completed by an individual under 18 years of age was excluded. Age discrimination was made subjectively in the effort to exclude children whose visit to the baseball stadium was believed to have been influenced by their parents. To promote fans’ participation in the survey, the BayBears organization provided to participants complimentary tickets to any upcoming regular season game in 2001.

To obtain reliability estimates and to establish the construct validity of the instrument, a pilot study was conducted before the data were collected from the final target population. Administration of the existing instrument also served as a field test further establishing its content and face validity. After the questionnaire items had been formulated, the survey was administered to 46 United States Sports Academy graduate students who had survey experience. Their remarks were sought concerning the appropriateness of the questionnaire, relevance of its content, clarity of its questions, ease of completion, and time required for completion. Based on the 46 students’ responses, a few minor changes were made to the instrument. In its final form, the instrument contained 20 items on four pages; average time to complete the survey was 3–4 min.

The 20 separate items comprising the survey covered both sociodemographic characteristics and environmental motivation factors. Participants’ sociodemographic information included demographics as well as behavioral variables. Demographic variables were gender, ethnicity, age, marital status, education level, employment status, income, and residence. Behavioral variables were game attendance rate, type of ticket purchased, reasons for following favorite teams’ progress, and preferred means of following favorite teams’ progress (e.g., at ball park, by television broadcast, by radio broadcast, etc.).

The modified Stadium Factors Measurement questionnaire was used with a 7-point Likert response scale ranging from 1 (strongly disagree) to 7 (strongly agree). The scale was developed and employed in order to indicate respondents’ characteristics related to environmental motivation factors and team loyalty.

]Results[

The data were collected from a stratified random sample of respondents (N = 282) at the Hank Aaron Stadium in Mobile, Alabama. The sample consisted of 155 males (n = 155, 55%) and 127 females (n = 112, 45%) (Table 1). To simplify the data analysis, the variable age was first recoded in seven categories: 18–20 years, 21–30 years, 31–40 years, 41–50 years, 51–60 years, 61–70 years, and 71 or more years. Respondents ranged in age from 18 to 74 years (M = 37.97, SD = 13.07), with 89% falling between age 21 and age 60. Those fans age 18–20 constituted 6% of the sample, while fans 61 years old or older constituted 5.3% of the sample.

The majority of respondents were Caucasian (n = 251, 89.0%), followed by African-American (n = 27, 9.6%), Hispanic (n = 2, 0.7%), Asian (n =1, 0.4%), and other (n = 1, 0.4%). The majority of respondents were married (n = 180, 63.8%). Some 30% (n = 82) had completed college, and approximately 29% (n = 81) had some college education (respondents who had earned a graduate degree or completed some graduate study comprised 17.3% of the sample, n = 49). About 71% (n = 201) of the respondents were employed; 10% were full-time homemakers. Most of the respondents (n = 236, 83.7%) were residents of Alabama, although 46 individuals (16.3%) were nonresidents. More than half the respondents had yearly incomes between $20,000 and $59,999, while another 13.5% earned between $60,000 and $79,999 annually; those earning more than $80,000 comprised about 13% of the sample. The remaining 20% (approximately) had incomes below $20,000 (Table 1).

Concerning game attendance rates, during the previous season, approximately 57.0% of the study respondents (n = 159) had attended BayBears games (including home and away games) less than 3 times per month. In addition, 18.1% of the sample (n = 51) were attending their first BayBears game. The third largest group of respondents reported attending games  3 to 5 times per month during the previous season. Most of the survey participants were attending the game using a single-game ticket (n = 183, 64.9%); 33 respondents had used a group ticket to attend the game (n = 33, 11.7%). The remaining 23% of respondents fell in 5 categories: full-season ticket (4.6%), half-season ticket (2.5%), package ticket (5.7%), guest of season ticket holder (6.4%), and other, for instance a complimentary ticket (4.3%).

More than 25.0% of the respondents (n = 78) said that they followed a favorite baseball team because they had grown up in the host city or state; another 26.0% said they followed a particular team because of its geographic location. Having family members who liked the team was a reason cited by 11.0% of the sample for following a particular team. The presence of a favorite player on the team was the reason given by 11.7% of the sample for following a given team. The majority of respondents (n = 222, 78.7%) reported following a favorite baseball team by watching television; other means employed to follow teams were going to ball parks (n = 24, 8.5%), magazine and/or newspaper coverage (n = 16, 5.7%), Internet coverage (n = 9, 3.2%), radio coverage (n = 3, 1.1%), and other, such as information gained from friends or family members (n = 8, 2.8%) (Table 2).

Analysis of the data on environmental motivation factors in respondents’ attendance at the baseball stadium (Table 3) showed that the most important such factor was cleanliness (M = 5.47, SD = 1.33). Next in importance was convenient facilities (M = 5.40, SD = 1.36), followed by parking (M = 5.33, SD = 1.52), and “fan control” (M = 5.27, SD = 1.36). In terms of team loyalty, the respondents demonstrated positive opinions about a favorite MiLB baseball team even when stadium-related environmental factors were unsatisfactory (M = 5.00, SD = 1.36).

In addition, a group of t tests was employed to look for significant differences in environmental motivation factors affecting Alabama residents and nonresidents (Table 4). Those survey participants who were Alabama residents had significantly higher “loyalty factor” scores (M = 5.15, SD = 1.45) than did nonresident participants (M = 4.26, SD = 1.98), at the .01 level. No other significant difference between residents and nonresidents was observed for the remaining environmental motivation factors considered in the study.

Multiple regression analysis was employed to examine the relationship of loyalty to environmental motivation factors (Table 5). The multiple regression analysis showed three environmental motivation factors to be significantly predictive of the loyalty variable: parking (at the .01 level), convenient facilities (at the .01 level), and food and beverage services (at the .05 level).  The regression model explained 38.9% of variance.

The results of correlation analyses indicated correlations among the environmental motivation factors (Table 6). Significant positive relationships were found among all environmental motivation items, as follows:

1. correlation between parking and stadium cleanliness, r  =  .697 (p < .01)

2. correlation between parking and convenient facilities, r = .567 (p < .01)

3. correlation between parking and food and beverage services,  =  .489 (p < .01)

4. correlation between parking and fan control, r = .598 (p < .01)

5. correlation between parking and team loyalty, r = .499 (p < .01)

6. correlation between stadium cleanliness and convenient facilities, r = .721 (p < .01)

7. correlation between stadium cleanliness and food and beverage services, r = .532 (p < .01)

8. correlation between stadium cleanliness and fan control, r = .673 (p < .01)

9. correlation between stadium cleanliness and team loyalty, r = .459 (p < .01)

10. correlation between convenient facilities and food and beverage services, r = .604 (p < .01)

11. correlation between convenient facilities and fan control, r = .745 (p < .01)

12. correlation between convenient facilities and team loyalty, r = .572 (p < .01)

Furthermore, significant positive relationships were found between food and beverage services and fan control ( =  .710, p < .01), between food and beverage services and team loyalty (= .482, p < .01), and between fan control and team loyalty (r = .531, p < .01). All correlations were significant at the .01 level.

Finally, one-way multivariate analyses of variance (MANOVA) were performed to compare the mean vector scores for the six environmental motivation items with respect to the behavioral variables. The structural coefficients were used to define a function based on an eigenvalue equal to .30, while the standardized coefficients were used to test redundancy of environmental motivation items (Pease & Zhang, 2001). The results of MANOVA showed significant effects on environmental motivation items both for attendance rate, Multivariate F(30, 1086) = .807, p = .001, and for ticket type, Multivariate F(36, 1188) = .811, p =.013. On the other hand, remaining MANOVA results indicated no significant effect for reason for following favorite teams, Multivariate F(42, 1265) = .868, p = .619, and no significant effect for preferred means of following favorite teams, Multivariate F(30, 1086) = .879, p = .224.

Specifically, respondents’ mean vector scores differed significantly,  at the .01 level, based on attendance rate for the preceding baseball season. The loyalty item was the main contributing factor: Respondents who had attended every home game of the preceding season had a higher mean. In addition, their mean vector scores differed significantly, at the .05 level, based on type of ticket used for game attendance. Two factors, parking and loyalty, were the main contributing factors. Respondents using single-game tickets had higher mean scores for parking and stadium cleanliness than did respondents using other kinds of tickets. Respondents using package tickets scored higher than other respondents on items pertaining to convenient facilities and fan control. Respondents who were guests of season ticket holders scored higher than other respondents on items pertaining to food and beverage services and team loyalty. Mean vector scores did not differ significantly, however, in terms of respondents’ reasons for following or preferred means of following a favorite team (Table 7).

Discussion and Recommendations

Mahony, Madrigal, and Howard (2000) have argued that a variety of marketing strategies should be applied with different types of sports consumers they refer to as “high loyal fans,” “spurious loyal fans,” “latent loyal fans,” and “low loyal fans.” Varied strategies are necessary in light of the different consumers’ differing motivations and/or reasons for attending professional sports events and making commitments to professional sports teams. The present study focused on sociodemographics and environmental motivation factors, knowledge of which may affect professional baseball franchises’ marketing strategies and frameworks. While the present study focused on residents of a state that hosts no major-league professional teams, its results may inform the development of efficient business concepts for minor-league professional teams.

The study respondents’ views on environmental motivation items suggest a number of ways to maintain fan satisfaction, perhaps thereby increasing attendance. The three most important concern stadium cleanliness, parking, and convenient facilities; relative satisfaction with these factors affects the likelihood that a spectator will return to the stadium in the future. Wakefield and Sloan’s similar results (1995) led them to advise MiLB administrators to emphasize efforts to ensure that parking, cleanliness, convenience, food and beverage services, and crowd control satisfy the baseball fans who attend games. The present study found, in particular, a correlation between team loyalty and the other environmental motivation factors, and loyalty of course plays one of the biggest roles in determining fans’ willingness to attend games. For this reason, administrators of MiLB teams should use a well-prepared stadium environment to appeal to each of Mahony, Madrigal, and Howard’s types of sports consumer.

Recommendations for future studies are, first, an extension of the scaled motivation items to include psychological and sociological motivation, adding for example promotional events, frequency of media exposure, family effects, and gambling factors. Second, the findings of this study suggest a link to be explored between baseball fans’ motivation to attend games and judgments about satisfaction with game attendance.

 

Table 1 Sociodemographic Characteristics, Frequency and Percentage


Sociodemographic Characteristic
Frequency
Percentage

Age, in Years (N = 282)
18–20
17
6.0
21–30
19
28.0
31–40
84
29.8
41–50
47
16.7
51–60
40
14.2
61–70
11
3.9
71 or over
4
1.4
Gender (N = 282)
Male
155
55.0
Female
127
45.0
 

Ethnicity (N = 282)

 

Caucasian 251 89.0
African-American 27 9.6
Asian 1 .4
Hispanic 2 .7
Other 1 .4
 

Marital Status (N = 282)

 

Never married 65 23.0
Married 180 63.8
Divorced 26 9.2
Separated 2 .7
Widowed 5 1.8
Other 4 1.4
 

Education Level (N = 282)

Lower than high school 9 3.2
Graduated from high school 61 21.6
Some college 81 28.7
Completed college 82 29.1
Some graduate study 19 6.7
Earned graduate degree 30 10.6
 

Employment Status (N = 282)

 

Employed 201 71.3
Unemployed 9 3.2
Retired 23 8.2
Full-time homemaker 28 9.9
Student 17 6.0
Other 4 1.4
 

Residential Status (N = 282)

 

Alabama resident 236 83.7
Not a resident of Alabama 46 16.3
 

Annual Income Level (N = 266)

 

Below $20,000 55 20.7
$20,000–$39,999 65 24.4
$40,000–$59,999 76 28.6
$60,000–$79,999 36 13.5
$80,000–$99,999 16 6.0
Above $100,000 18 6.8

Table 2 Fan Behavior, Frequency and Percentage


Behavior Variable
Frequency Percentage

 

Game Attendance Rate

First time attending a game 51 18.1
Less than 3 times per month during preceding season 159 56.4
3–5 times per month during preceding season 44 15.6
6–10 times per month during preceding season 11 3.9
Every home game during preceding season 14 5.0
Every BayBears game during preceding season 3 1.1
 

Ticket Type

 

Full-season ticket 13 4.6
Half-season ticket 7 2.5
Package ticket 16 5.7
Single-game ticket 183 64.9
Group ticket 33 11.7
Guest of season ticket holder 18 6.4
Other 12 4.3
 

Reasons for Following Favorite Teams’ Progress

Because I grew up in that state and/or city 78 27.7
Because I frequently visited the team’s ballpark with my parents 23 8.2
Because of the team’s location near my current hometown 74 26.2
Because my family (spouse, parents, children) likes the team 31 11.0
Because I remember the team treated me well as a customer 2 .7
Because the team has my favorite players 33 11.7
Because I have a membership of the team 1 .4
Other reasons 40 14.2
 

Preferred Means of Following Favorite Teams’ Progress

At ball park
By television broadcast
By radio broadcast By Internet
Magazine and/or newspaper coverage
Other

Table 3 Relative Importance of Environmental Motivation Variables


Variable Mean Standard Deviation

I like to come back to the Hank Aaron Stadium to watch BayBears games because convenient parking spaces are easily available. 5.33 1.52
I like to come back to the Hank Aaron Stadium to watch BayBears games because I like the cleanliness of the stadium. 5.47 1.33
I like to come back to the Hank Aaron Stadium to watch BayBears games because there are enough and convenient facilities, including hallways, space and arrangements of seats, concessions, restrooms, etc. 5.40 1.36
I like to come back to the Hank Aaron Stadium to watch BayBears games because the food and beverage services are very good. 4.91 1.42
I like to come back to the Hank Aaron Stadium to watch BayBears games because of good stadium fan control. 5.27 1.36
Even if the above question items (E1 through E5) are not satisfied, I like to come back to the Hank Aaron Stadium to watch BayBears games because I am loyal to the BayBears. 5.00 1.58

Table 4 Importance of Environmental Motivation Factors by Alabama Residence vs. Nonresidence


Variable Alabama Resident Mean Number of Respondents Standard Deviation t p

Parking Yes
No
5.39
5.02
236
46
1.51
1.51
1.54 .125
Cleanliness Yes
No
5.50
5.32
236
46
1.32
1.38
0.81 .420
Convenient facilities Yes
No
5.44
5.19
236
46
1.33
1.48
1.14 .256
Food / beverage services Yes
No
4.93
4.80
236
46
1.37
1.66
0.51 .616
Fan control Yes
No
5.27
5.23
236
46
1.35
1.44
0.18 .855
Team loyalty Yes
No
5.15
4.26
236
46
1.45
1.98
2.90** .005

Note: Yes = residents of Alabama, No = nonresidents of Alabama
** Indicates significance at the .01 level

Table 5 Multiple Regression Analysis Examining Relationship of Team Loyalty to Environmental Motivation


Variable
B
SE B
B
t
p

Constant .730 .348 2.097* .037
Parking .261 .071 .250 3.662** .000
Cleanliness -.124 .098 -.104 -1.255 .210
Convenient facilities .453 .092 .388 4.900** .000
Food .178 .074 .160 2.424* .016
Fan control .045 .100 .039 .447 .655

R = .623; R2 = .389; F = 35.099** Dependent variable: team loyalty
* Indicates significance at the .05 level
** Indicates significance at the .01 level
Dependent variable: team loyalty

Table 6 Correlations Among Environmental Motivation Items


  Parking Cleanliness Convenient Facilities Food/Beverage Services Fan Control Team Loyalty

Parking 1.00
Cleanliness .697** 1.00
Facility .567** .721** 1.00
Food .489** .532** .604** 1.00
Fan control .598** .673** .745** .710** 1.00
Loyalty .499** .459** .572** .482** .531** 1.00

Spearman rho, ** Indicates significance at the .01 level

Table 7 Multivariate Analysis of Variance for Environmental Motivation Items with Respect to Behavioral Variables


Behavior Variable
Parking
Clean
 

Facility

 

Food

Fan Control
Loyalty

Attendance Rate in Preceding Season:
Wilks’s (30, 1086) = .807,
p = .001
 Mean

(Standard Deviation)

 Mean(Standard Deviation)  Mean(Standard Deviation)  Mean(Standard Deviation)  Mean(Standard Deviation)  Mean(Standard Deviation)
Never 5.06
(1.27)
5.20
(1.23)
5.21
(1.37)
5.02
(1.33)
5.16
(1.35)
4.47
(1.56)
Less than 3 times per month
5.42
(1.45)
5.49
(1.34)
5.36
(1.33)
4.92
(1.34)
5.21
(1.32)
4.90
(1.51)
3–5 times per month
5.32
(1.76)
5.61
(1.35)
5.59
(1.35)
4.82
(1.50)
5.41
(1.33)
5.36
(1.49)
6–10 times per month
5.27
(1.79)
5.82
(1.17)
5.63
(1.29)
4.27
(2.37)
5.18
(1.89)
6.09
(1.64)
Every home game
5.50
(2.17)
5.86
(1.61)
6.00
(1.66)
5.21
(1.72)
5.86
(1.66)
6.28
(1.73)
Every BayBears game
5.33
(1.53)
4.67
(1.53)
4.67
(1.15)
5.00
(1.00)
6.00
(1.00)
4.67
(1.15)
Ticket Type:
Wilks’s (36, 1188) = .811,
p = .013
Full-season ticket
5.00
(1.73)
5.31
(1.70)
5.23
(1.64)
4.85
(1.07)
5.08
(1.66)
5.46
(1.76)
Half-season ticket
5.43
(1.13)
5.43
(1.40)
5.14
(.90)
4.71
(.76)
5.00
(.00)
4.86
(1.86)
Package ticket
5.44
(1.96)
5.87
(1.45)
5.56
(1.71)
4.62
(2.06)
5.62
(1.78)
5.44
(1.90)
Single-game ticket
5.55
(1.38)
5.60
(1.21)
5.51
(1.25)
4.98
(1.42)
5.41
(1.28)
5.11
(1.53)
Group ticket
4.64
(1.76)
5.00
(1.66)
4.85
(1.72)
4.57
(1.58)
4.57
(1.52)
4.18
(1.45)
Guest of season ticket holder
4.94
(1.70)
5.00
(1.53)
5.55
(1.46)
5.17
(1.29)
5.17
(1.54)
5.61
(1.19)
Other
4.75
(1.42)
5.17
(.83)
5.17
(.94)
5.08
(.67)
5.08
(.79)
3.83
(1.58)
Reasons for Following Favorite Teams’ Progress:
Wilks’s (42, 1265) = .868,
p = .619
Because I grew up in that state and/or city

 

5.49
(1.37)
5.46
(1.24)
5.37
(1.33)
4.99
(1.49)
5.32
(1.39)
5.00
(1.59)
Because I frequently visited the team’s ballpark with my parents
6.09
(1.00)
5.78
(.90)
5.22
(1.28)
4.91
(1.00)
5.30
(1.02)
5.17
(1.37)
Because of the team’s location near my current hometown
5.16
(1.53)
5.43
(1.43)
5.32
(1.28)
4.67
(1.43)
5.08
(1.33)
4.85
(1.35)
Because my family (spouse, parents, children) likes the team
5.32
(1.64)
5.52
(1.52)
5.68
(1.42)
5.00
(1.37)
5.45
(1.50)
5.32
(1.74)
Because I remember the team treated me well as a customer
6.00
(1.41)
6.00
(1.41)
6.00
(1.41)
5.50
(2.12)

6.00
(1.41)

6.00
(1.41)
Because the team has my favorite players
5.21
(1.93)
5.45
(1.56)
5.51
(1.62)
4.79
(1.71)
5.27
(1.58)
5.30
(1.69)
Because I have a membership of the team
7.00
(.00)
6.00
(.00)
6.00
(.00)
6.00
(.00)
7.00
(.00)
6.00
(.00)
Other reasons 4.97
(1.46)
5.32
(1.23)
5.37
(1.41)
5.20
(1.28)
5.30
(1.32)
4.65
(1.87)
Preferred Means of Following Favorite Teams’ Progress:

Wilks’s (30, 1086) = .879,
p = .224
At ball park 5.33
(1.61)
5.67
(1.20)
5.50
(1.32)
4.71
(1.71)
5.21
(1.47)
5.17
(1.43)
By television broadcast 5.35
(1.55)
5.47
(1.32)
5.41
(1.34)
4.92
(1.40)
5.30
(1.34)
5.06
(1.55)
By radio broadcast 4.67
(.58)
4.33
(1.15)
4.33
(2.08)
4.33
(.58)
4.00
(2.64)
5.33
(1.53)
By Internet 5.78
(.97)
6.11
(.78)
6.00
(.71)
5.67
(1.00)
5.67
(1.12)
4.44
(2.01)
Magazine and/or newspaper coverage 5.44
(1.09)
5.44
(1.59)
5.31
(1.54)
5.06
(1.48)
5.25
(1.18)
5.25
(1.69)
Other 4.50
(2.00)
4.62
(1.77)
4.75
(1.83)
4.37
(1.68)
4.75
(1.98)
3.00
(1.31)

 

]References[

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Becker, M. A., & Suls, J. (1983). Take me out to the ball game: The effect of objective, social, and temporal performance information on attendance at major league baseball games. Journal of Sport Psychology, 5(3), 302–313.

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Godbey, G., & Robinson, J. (1979). The American sports fan: “Spectatoritis” revisited. Review of Sport and Leisure, 4(1), 1–11.

Greenstein, T. N., & Marcum, J. P. (1981). Factors affecting attendance of major league baseball: Team performance. Review of Sport and Leisure, 6(2), 21.

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]Author Note[

Soonhwan Lee ; Cynthia Ryder, United States Sports Academy; Hee-Joon Shin

 

2013-11-26T20:51:54-06:00February 22nd, 2008|Contemporary Sports Issues, Sports Facilities, Sports Management|Comments Off on An Investigation of Environmental Motivation Factors Affecting Fans of Minor League Baseball

Student-Athletes’ Perceptions About Abuse by NCAA Division II Tennis Coaches

Abstract

Male and female NCAA Division II tennis players (southern region) were surveyed about their encounters with coaches’ abusive behavior, to see whether perceptions differed significantly by gender. The researcher discusses whether athletic departments should develop policies and procedures to educate all persons affiliated with them about abusive behavior and whether they should furthermore prosecute coaches who sexually harass or emotionally abuse student-athletes.

The survey instrument was adapted from instruments used in three earlier studies. It was used by the players to rank 20 perceived abusive behaviors. The survey was developed from a review of literature, an expert panel, and a pilot study using Cronbach’s alpha coefficient to gauge validity and internal consistency reliability. The survey was administered on-site to 140 student-athletes participating in NCAA-II’s southern region tennis tournament. All 140 student-athletes returned a completed survey to the researcher. A total of 134 surveys had been completed correctly and were utilized in the study (a 95.7% response rate).

Statistical analysis includes descriptive statistics analyzing ranking of severity of behaviors, along with factor analysis identifying behaviors that led to abusive situations. Frequencies, percentages, means, mean rankings, and standard deviations were the descriptive statistics utilized; the method of factor extraction used was the principal component method, with varimax rotation. Factor analysis investigated areas within perceived abusive behaviors, seeking clusters demonstrating a good degree of correlation.

Student-Athletes’ Perceptions About Abuse by NCAA Division II Tennis Coaches

The question of sexual harassment in university settings has received very little attention over the years. This research study was designed to provide insight into sexual harassment and emotional abuse in American university athletic programs, through an examination of student-athletes’ perceptions of a number of ambiguous behaviors. The study furthermore sought an understanding of the meanings student-athletes assign to sexually harassing behaviors exhibited by their coaches and was meant to contribute to the literature on sexual harassment. In addition, the study sought student-athletes’ views on the atmosphere within university athletic programs.

American athletic departments belong to the community mainstream, but they have developed their own relationships to such an extent that they function independently of the educational community. This fact does not diminish an athletic department’s legal and moral obligation to provide all student-athletes with an environment free from sexual harassment, nor does it take from student-athletes or athletic department employees the right to use community resources to resolve sexual harassment issues.

Subjects and Instrument

Male and female student-athletes from 14 NCAA Division II (southern region) tennis programs were the randomly selected study participants, numbering 140 in all, each team having roughly 10 players. All tennis players were given the opportunity to participate or not participate in the study; participation was strictly voluntary. The athletes who participated in the study were playing in the regional tournament for their university.

On-site face-to-face surveys were used to collect data from participants. The survey instrument, based on three earlier instruments, was adapted specifically for the male and the female student-athletes. They were asked to express their perceptions about various coach behaviors, using a 5-point Likert scale. Responses ranged from 1 (extremely inappropriate) to 5 (extremely appropriate). Preparation of the instrument had included testing by a panel of experts, who reviewed the questions and established the validity of the instrument. The procedure for reliability testing included Cronbach’s alpha reliability coefficient, confirming the internal consistency and reliability of the scores reported for the pilot study respondents on survey items covering coaches’ perceived competency and harassing behavior. Reliability was interpreted as a correlation coefficient utilizing Cronbach’s scale.

Statistical Analysis

The research design pinpointing the student-athletes’ perceptions comprised (a) order of the ranking of perceived coaching behaviors, (b) results of factor analysis determining the severity of perceived behaviors, and (c) investigation of existing literature. Descriptive statistics (frequencies, percentages, means, mean rankings, standard deviations) were used in analyzing rankings of perceived coaching behaviors. The factor analysis employed was the principal component method, with varimax rotation; it investigated the integration of two or more independent variables on a single dependent variable. Areas within the coaching behavior selection were identified for inclusion within clusters demonstrating a high degree of correlation. Factor analysis furthermore identified underlying variables or factors explaining the pattern of correlations within a set of observed variables and was used in data reduction to identify a small number of factors explaining the variance observed in a larger number of manifest variables. Examination of the scree plots supported the extraction of four factors with an eigenvalue greater than 1.0. Cluster titles were assigned to each factor.

Results

Demographic information obtained from the respondents included gender (of player and head coach), race, age, academic classification, scholarship status, and position currently played on team. Demographic data was anticipated to affect perceptions concerning the severity of coaches’ behaviors, but this paper concerns itself with only one of the demographic variables, gender. Table 1 and Table 2 illustrate the total mean ranges, by gender, for the perceived coaching behaviors. Mean values were obtained for each of the 20 coaching behavior items. Among the male respondents, mean values ranged from an inappropriate high of 4.77 (for Item 20, “sexual favors could result in increased scholarship money or rank on the team”) to an appropriate low of 2.53 (for Item 6, “closed door meeting with a player”). Among female respondents, mean values ranged from an inappropriate high of 4.85 (for Item 20, “sexual favors could result in increased scholarship money or rank on the team”) to an appropriate low of 2.36 (for Item 13, “congratulatory hug after the completion of a match”).

Table 1

Male Respondents: Mean Range and Frequency for Survey Items

Mean Range Survey Item Number Frequency
> 4.500 9, 11, 17, 19, 20
5
4.000 – 4.499 16, 18
2
3.500 – 3.999 1, 2, 7, 12, 15
5
3.000 – 3.499 4, 5, 8, 10, 14
5
2.500 – 2.999 3, 6, 13
3
2.000 – 2.499 N/A
< 1.999 N/A
Total
20

Table 2

Female Respondents: Mean Range and Frequency for Survey Items

Mean Range Survey Item Number Frequency
> 4.500 9, 11, 17, 19, 20
5
4.000 – 4.499 1, 2, 15, 16, 18
5
3.500 – 3.999 4, 5, 12, 14
4
3.000 – 3.499 3, 7, 8
3
2.500 – 2.999 6, 10
2
2.000 – 2.499 13
1
< 1.999 N/A
Total
20

The top five perceived coaching behaviors considered most inappropriate for males (listed in rank order) are (a) implied sexual favors could result in increased scholarship money or rank on the team (Item 20), (b) coach’s use of pet names (Item 9), (c) coach solicits player in a personal manner (Item 17), (d) coach initiates contact with player by allowing player to sit on lap (Item 19), and (e) coach puts hands on player’s buttocks while giving tennis instruction (Item 11).

The top five perceived coaching behaviors considered most appropriate for males (listed in rank order) are (a) coach closes the door when meeting with a player (Item 6), (b) coach invites a player out to dinner in a public setting (Item 3), (c) coach gives congratulatory hug to a player after the match (Item 13), (d) coach compliments player on appearance (Item 8), and (e) coach touches player’s arm when giving tennis instruction (Item 10).

Factor analysis was employed to determine the perceived abusive behaviors and specific factors necessary for the implementation of policies and procedures. The factor extraction method comprised use of principal axis factoring and varimax rotation with Kaiser normalization, in order to analyze interrelationships and pattern correlations between observed variables and the perceived behavior items. This resulted in a four-factor solution. Examining the scree plots supported extracting the four factors (eigenvalues greater than 1.0).

The rotated four-factor solution accounted for 66.05% of the variance in respondents’ perceptions about coaches’ ambiguous behaviors. Cluster titles were assigned to each factor so that they could be grouped by degree of severity. To determine factor reliability, the internal consistency of each factor was assessed by computing Cronbach’s alpha coefficient. All four subscales indicated a good level of internal consistency, with coefficients greater than .85.

Four categories with 66% of the total variation for the perceived coaching behaviors were identified through factor analysis. Cluster titles were assigned to each of the four group items.

Table 3

Categorization of Behaviors

Category 1
Item 4
Item 1
Item 2
Item 5
Item 3
Invitations
Invitation to coach’s house for tactical discussion
Invitation to lunch
Invitation for a drink after training session
Invitation for coffee in a non-public setting
Invitation to dinner in a public setting

 

31%
Category 2
Item 13
Item 10
Item 7
Item 14
Item 11
Invasion of personal space
Coach gives congratulatory hug
Coach touches arm while giving tennis instruction
Coach sits or stands close when talking with a player
Coach gives a playful shoulder massage or backrub
Coach places hands on player’s buttocks

 

16%
Category 3
Item 8
Item 9
Item 17
Personal compliments
Coach compliments appearance
Coach uses pet names
Coach solicits in a personal manner

 

10%
Category 4
Item 18
Item 6
Item 19
Item 20
Inappropriate contact
Coach instigates frequent nightly telephone contact
Coach closes the door when meeting with an athlete
Coach initiates contact of player sitting on his/her lap
Coach implies that sexual favors could result in promotion

 

9%
Miscellaneous
Item 16
Item 15
Item 12
Did not load
Coach attempts to rape a player
Coach attempts aggressive physical contact
Coach uses profanity when giving instruction

Conclusion

The study findings did not align with prior research results or with the researcher’s expectations. The surveyed university tennis players surprisingly rated the 20 behaviors as appropriate. Explanations for why athletes in this study perceived certain behaviors as appropriate could include the power coaches have over athletes to make decisions for them, or perhaps naiveté among athletes about the abuse potential in the coach-athlete relationship: athletes’ innocence regarding a coach’s power and presence in their lives. Moreover, coaches may be unaware of their power over athletes through implications of their language, jokes, and even their physical presence.

Earlier studies provided evidence of an alarming rise in sexual harassment and emotional abuse in universities and colleges. From these studies, it seems that student-athletes’ perceptions about possibly abusive coach behavior differ with the gender of the athlete, the gender and intentions of the coach, the severity and frequency of inappropriate behavior, judgment of the involvement of the victim, the status of the supervisory role, and personal experience.

Few American athletic departments work to educate either coaches or students about sexual harrassment or emotional abuse, although information about the phenomena can prevent misunderstanding and conflict between coaches and athletes. It is thus not surprising that many of the athletes surveyed for the present study seemed to miss the questionable implications of a coach’s inviting a player for drinks and even the extreme inappropriateness of a coach’s aggressively pursuing physical contact or even attempting to rape a player. Sexual harassment in the university community deserves our attention. To protect student-athletes specifically, it is essential that athletic departments implement antiharrassment and antiabuse policies and procedures. As the body of research on sexual harassment in the sport domain grows, there is hope that these can be instituted nationwide. Then, they must be evaluated and monitored by individuals outside the university setting.

Sexual harassment undermines the mission of sports, which is to improve the physical, mental, and emotional well-being of all participants. Harassment has debilitating consequences for its victims, and it is also potentially damaging to institutions. Failing to acknowledge that athletic departments are home to both harassment and emotional abuse puts universities and colleges in line for more and more lawsuits, which will be extremely costly and harmful to an institution’s reputation.

References

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Barak, A., Fisher, W., & Houston, S. (1992). Individual difference correlates of the experience of sexual harassment among female university students. Journal of Applied Social Psychology, 22, 17–37.

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Finn, R. (1999, March 7). Growth in women’s sports stirs harassment issue. The New York Times. Retrieved from http://www.nytimes.com/library/sports/other/030799women-harass.html

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Lenskyj, H. (1992). Unsafe at home base: Women’s experiences of sexual harassment in university sport and physical education. Women in Sport and Physical Activity Journal, 1(1), 19–34.

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Volkwein, K., Frauke, I., Sherwood, D., & Livezey, A. (1997). Sexual harassment in sport: Perceptions and experiences of American female student-athletes. International Review for the Sociology of Sport, 23(3), 283–295.

Zikmund, W. G. (1994). Exploring marketing research (5th ed.). Fort Worth, TX: Dryden.

 

Author Note

Vicky-Lynn Martin, D.S.M.

2016-04-01T09:56:24-05:00February 21st, 2008|Contemporary Sports Issues, Sports Coaching, Sports Management, Sports Studies and Sports Psychology|Comments Off on Student-Athletes’ Perceptions About Abuse by NCAA Division II Tennis Coaches
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