By Winfree, Jason A.; Fort, Rodney D
Each bankruptcy takes aside a typical false impression, exhibiting how the assumptions at the back of it fail so as to add up. citadel and Winfree exhibit how those myths perpetuate themselves and, finally, how they serve a handful of robust parties—such as franchise vendors, journalists, and players—at the price of the bigger group of activities fanatics. From the concept that workforce vendors and executives are inept to the thought that revenue-generating university activities pay for athletics that do not allure lovers (and their cash), 15 activities Myths and Why they're Wrong strips down pervasive bills of the way our favourite video games functionality, permitting us to examine them in a brand new, extra knowledgeable way.
Fort and Winfree argue that substituting the intuitive allure of emotionally charged myths with rigorous, expert reasons weakens the facility of those tall stories and their tight carry at the activities we adore. Readers will emerge with a clearer photo of the forces at paintings in the activities international and a greater knowing of why those myths matter—and are necessary of a takedown.
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Additional resources for 15 sports myths and why they're wrong
Sample text
Associated Press () Twenty-two elite athletics departments made money in , up from the previous year . . million, barely changing from the previous year, while no programs in the Football Championship Subdivision (formerly Division I-AA) or at Division I programs without football operated in the black. At those programs, losses continue to grow each year. —Libby Sander, Chronicle of Higher Education () Introduction Using the NCAA’s own data, those hostile to college sports foist a myth on casual observers—athletic departments struggle to break even.
First, none of the characteristics of an arms race actually describe the spending in college sports. This alone, in our opinion, should have led to skepticism of the arms race myth from the outset. Second, simple observation of university processes informs us that there is a completely sane and rational explanation for the spending behavior of college athletic departments—competition over revenues that have been growing at very high rates over time. In the university budget setting governing college sports, it ends up that increases in spending simply equal the increase in revenues.
This arbitrary definition turns the lack of any operating loss for programs into a failure of “generated” revenue to cover expenses for all but of them. The results in the FBS are not much different. percent). million for Southern University to $, at the Citadel (the median was $,). , for the FCS, this arbitrary definition turns the absence of any operating losses into a failure of “generated” revenues to cover expenses for all of these programs! also makes it clear that, indeed, athletics are big money: more than $ million for the largest reports by FBS departments.