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This study applies a framework of diversity initiatives as a basis of exploration into top management beliefs and diversity management strategies of Division IA intercollegiate athletic organizations. This framework utilizes issues of power, demographic and relational differences, and past literature regarding specific diversity strategies to empirically assess these organizations' outlooks regarding employee diversity. Results of the study suggest that Division IA intercollegiate athletic organizations operate in cultures that value similarity. Demographic variables predicted a significant amount of variance in employees' perceptions of diversity management strategies. In addition, demographic differences (being different from one's leader) accounted for an even greater amount of variance in these perceptions. Top management's beliefs in the benefits of diversity were related to perceptions of different diversity practices. That is, high beliefs resulted in higher levels of diversity management practice. Discussion of the findings relative to current theory in sport and implications for sport managers are noted.

This preliminary investigation was undertaken to determine how well international student–athletes adjusted to college relative to their domestic teammates and the general student body. The results revealed that international student-athletes were significantly more well-adjusted to college than international nonathletes. International student–athletes adjusted to college as well as students and student–athletes from the United States. Results should be interpreted with caution due to the small sample size. The effects of gender and ethnicity on adjustment to college were also examined.

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This paper is an exploration of the multiple realities of women’s work experiences in coaching and athletic management positions. Eleven women who had previously coached or directed women’s athletics programs were interviewed using a semi-structured approach. Three general categories emerged from the data — Support, Gender Differences, and Change. The work experiences reflect problems the women encountered at work, how organizations can be empowering, and the impact empowered women can have on the social construction of work. Based upon the data, we suggest that the individual search for empowerment takes different forms, yet also acknowledges that systemic changes must take place in order to improve the work environment for women. These findings are significant because they validate women’s experiences and contribute to the understanding of work experiences of those who are underrepresented and often left out of key circles of power and control.