2006
DOI: 10.1177/1527002505275094
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On the Road With the National Basketball Association's Superstar Externality

Abstract: Hausman and Leonard offered evidence that Michael Jordan generated US$53 million in broadcast revenue for teams other than his employer, the Chicago Bulls. In essence, these authors argued for the existence of a superstar externality. The purpose of this article is to extend the work of Hausman and Leonard via an examination of road attendance in this sport. The evidence we report suggests that a superstar externality also exists on the road in the National Basketball Association. Policy suggestions to remedy … Show more

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Cited by 60 publications
(71 citation statements)
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References 12 publications
(21 reference statements)
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“…Hausman and Leonard (Hausman and Leonard, 1997) and Berri and Schmidt (Berri and Schmidt, 2006) both document attendence changes associated with superstars. It may be the case that fans like a close contest, but one that features the exceptional talent, or that they simply prefer to watch the exceptional talent.…”
Section: Literaturementioning
confidence: 99%
“…Hausman and Leonard (Hausman and Leonard, 1997) and Berri and Schmidt (Berri and Schmidt, 2006) both document attendence changes associated with superstars. It may be the case that fans like a close contest, but one that features the exceptional talent, or that they simply prefer to watch the exceptional talent.…”
Section: Literaturementioning
confidence: 99%
“…Hausman and Leonard (1997) estimated Michael Jordan's worth to other teams in the NBA as more than 50 million dollars. This estimate has been reinforced by Berri and Schmidt (2006). Weigelt and Camerer (1988) considered reputation as information, which relies on past behavior and helps to predict future behavior.…”
Section: Clutch Reputation and Game Strategymentioning
confidence: 99%
“…Second, football stars also represent celebrities and have a significant effect on their fans. They influence, for example, the degree of their fans' team identification (Hoegele et al 2014a;Fisher and Wakefield 1998) or game attendance (Berri and Schmidt 2006;Brandes et al 2008). Consequently, football clubs aim to exploit this potential in the same way as ''conventional'' business companies plan to D.…”
Section: Introductionmentioning
confidence: 97%