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Paul M. Pedersen
In addition to my work as the Director of the Sport Management Doctoral Program at Indiana University (Bloomington, Indiana, USA), I’m a Professor of Sport Management at IU (http://info.publichealth.indiana.edu/sb/page/normal/1241.html). I have appreciated the opportunity to educate and mentor sport management, marketing, and communication students over the years. In particular, I consider it a privilege to have been a doctoral chair (i.e., Drs. Bae, Brewer, Clavio, Cooper, Eagleman, Lee, Martin, McNary, Reynolds, Suh, Williams, Wright) or a doctoral committee member (i.e., Drs. Burch, Chung, Frederick, Gregg, Heo, Jensen, Lee, Pierce, Shea, and Sherman) of several brilliant Ph.D. graduates and to currently lead doctoral advisees Sang Keon Yoo and Juha Yoon. While I often work with doctoral students (including the doctoral seminar M690), I also teach courses at the undergraduate (e.g., C213 - Introduction to Sport Communication) and master's (e.g., M516 - The Sport Industry, C580 - Sport Communication) levels. My primary areas of scholarly interest are sport communication and sport management. While I enjoy the various aspects of my work, I most cherish the time I spend with my family. I live in Bloomington with my wife, Jennifer, and our four children, Hallie (17), Zack (15), Brock (11), and Carlie (8).
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The team of international authors has drawn on its extensive practical, academic, and leadership experiences to update and revitalize this second edition of Strategic Sport Communication. Using the industry-defining standard of the Strategic Sport Communication Model (SSCM), the text explores sport communication in depth and then frames the three major components of the field: personal and organizational communication, sport media, and sport communication services and support. Readers will discover how each aspect of this segment of the sport industry is integral to the management, marketing, and operational goals at all levels of sport organizations.
Including contributions from leading sport media and communications scholars and professionals from around the world, the book examines emerging (new and social) media, traditional (print, broadcast and screen) media, sociological themes in communication in sport, and management issues, at every level, from the interpersonal to communication within and between sport organisations and global institutions. Taking stock of current research, new ideas and key issues, this book is an essential reference for any advanced student, researcher or practitioner with an interest in sport communication, sport business, sport management, sport marketing, communication theory, journalism, or media studies.
Therefore, with only minimal upheaval, the baseball proprietors kept alive the artificial scarcity that they had created nearly a century before. Any movement in baseball happened in order for the sport to enter new growth markets, to cure legal and political entanglements created by earlier franchise relocations and to provide a source of immediate capital from expansion fees for the established clubs. Even after the expansion of 1977, there still existed more cities wishing to host a franchise than there were clubs available. In the late seventies and eighties, virtually every metropolis that did not have a team aggressively pursued the right to house professional baseball. These cities believed that an investment in a franchise would help establish physical, social and economic health. This quest for sporting dollars placed urban regions in direct competition with themselves and with centers throughout the country. The intense rivalry of this intercity competition involved cities building or renovating stadiums in record numbers with little chance of actually attracting a baseball club. The emerging sprawling metropolises of the Sunbelt, with population explosions from Florida to Arizona, represented the most aggressive cities.
The quest to build the first Major League baseball stadium in Florida most poignantly exemplifies this urban sporting rivalry. Beginning in 1976 and lasting for over a decade, sports enthusiasts watched in amazement as Tampa Bay’s two prominent cities battled for this prized possession. Although the past had continually proven that Tampa could steal substantial undertakings from its cross-bay rival, St. Petersburg boosters resolved to reverse this trend. They believed that a baseball stadium and its accompanying team would be the visible signs of economic and social rejuvenation that their downtown needed. These civic leaders, determined to see this endeavor succeed, eventually labored for nearly twenty years and risked lawsuits, public opinion and political careers to build the stadium and obtain a baseball franchise. St. Petersburg, consistent with its previous approaches to major projects, launched the Tampa Bay movement to construct the area’s first Major League baseball stadium. Throughout the initial six years, the city slowly moved forward with the preliminary work of this endeavor, unimpeded and unchallenged by its rival metropolis across the bay. When Tampa did finally enter the stadium race in 1982, it could not convince St. Petersburg to step aside and concede the contest. The stadium battle between these two metropolises raged on until St. Petersburg, after it cleared every imaginable hurdle, began the construction of its 43,000-seat multipurpose sports facility. Finally in 1988, after six years of intense urban rivalry, Tampa yielded St. Petersburg the rights to the region’s first baseball stadium. For the next seven years, these two previously competitive cross-bay cities worked harmoniously together until they brought Major League baseball to Tampa Bay."
The team of international authors has drawn on its extensive practical, academic, and leadership experiences to update and revitalize this second edition of Strategic Sport Communication. Using the industry-defining standard of the Strategic Sport Communication Model (SSCM), the text explores sport communication in depth and then frames the three major components of the field: personal and organizational communication, sport media, and sport communication services and support. Readers will discover how each aspect of this segment of the sport industry is integral to the management, marketing, and operational goals at all levels of sport organizations.
Including contributions from leading sport media and communications scholars and professionals from around the world, the book examines emerging (new and social) media, traditional (print, broadcast and screen) media, sociological themes in communication in sport, and management issues, at every level, from the interpersonal to communication within and between sport organisations and global institutions. Taking stock of current research, new ideas and key issues, this book is an essential reference for any advanced student, researcher or practitioner with an interest in sport communication, sport business, sport management, sport marketing, communication theory, journalism, or media studies.
Therefore, with only minimal upheaval, the baseball proprietors kept alive the artificial scarcity that they had created nearly a century before. Any movement in baseball happened in order for the sport to enter new growth markets, to cure legal and political entanglements created by earlier franchise relocations and to provide a source of immediate capital from expansion fees for the established clubs. Even after the expansion of 1977, there still existed more cities wishing to host a franchise than there were clubs available. In the late seventies and eighties, virtually every metropolis that did not have a team aggressively pursued the right to house professional baseball. These cities believed that an investment in a franchise would help establish physical, social and economic health. This quest for sporting dollars placed urban regions in direct competition with themselves and with centers throughout the country. The intense rivalry of this intercity competition involved cities building or renovating stadiums in record numbers with little chance of actually attracting a baseball club. The emerging sprawling metropolises of the Sunbelt, with population explosions from Florida to Arizona, represented the most aggressive cities.
The quest to build the first Major League baseball stadium in Florida most poignantly exemplifies this urban sporting rivalry. Beginning in 1976 and lasting for over a decade, sports enthusiasts watched in amazement as Tampa Bay’s two prominent cities battled for this prized possession. Although the past had continually proven that Tampa could steal substantial undertakings from its cross-bay rival, St. Petersburg boosters resolved to reverse this trend. They believed that a baseball stadium and its accompanying team would be the visible signs of economic and social rejuvenation that their downtown needed. These civic leaders, determined to see this endeavor succeed, eventually labored for nearly twenty years and risked lawsuits, public opinion and political careers to build the stadium and obtain a baseball franchise. St. Petersburg, consistent with its previous approaches to major projects, launched the Tampa Bay movement to construct the area’s first Major League baseball stadium. Throughout the initial six years, the city slowly moved forward with the preliminary work of this endeavor, unimpeded and unchallenged by its rival metropolis across the bay. When Tampa did finally enter the stadium race in 1982, it could not convince St. Petersburg to step aside and concede the contest. The stadium battle between these two metropolises raged on until St. Petersburg, after it cleared every imaginable hurdle, began the construction of its 43,000-seat multipurpose sports facility. Finally in 1988, after six years of intense urban rivalry, Tampa yielded St. Petersburg the rights to the region’s first baseball stadium. For the next seven years, these two previously competitive cross-bay cities worked harmoniously together until they brought Major League baseball to Tampa Bay."