This article presents the results of a pilot study that found significant differences between U.S. and non-U.S. based international sport managers with regard to the educational background, language, and cultural training deemed essential for success in the global sports market. Educational and executive training programs in sport management should recognize sport's movement into a global market and consider providing students in their programs with the competency to compete for positions in sport on a global scale. To do so, sport management programs should offer a global perspective, which encompasses education for recognizing and avoiding potential barriers to effectively conducting sport business in societies where differences exist in language, culture, business, economics, and politics.

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In light of recent research suggesting that sexual harassment is widespread in educational institutions, this article reviews the relationship between sexual harassment and athletic programs. It examines the role that athletic directors should play in preventing sexual harassment within their programs as well as sexually harassing actions committed outside the athletic departments by those associated with their programs. There may be a need to examine whether athletics provides a connection between sexual harassment and the perpetrators due to the power and social status equated to males involved with athletics. This article further examines the need for an understanding of sexual harassment, the adherence to institutional policies, and the implementation of training programs to prevent sexual harassment from occurring in athletic departments.

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