1. Stacking and Tracking: “Racialized Jobs” Among Division IA College Football Coaches Jacob C. Day North Carolina State University 2009 Scholarly Conference on College Sport College Sports Research Institute Chapel Hill, NC

2. Racial Disparity among College Football Coaches Currently 7 black head coaches (6%) at the NCAA Division I-A Level. Black coaches make up 28% (286) of the total assistants and only 12% (31) of the Offensive and Defensive Coordinators. Black athletes make up 50% of the participants at the Division I-A level.

3. Stacking and Tracking – Occupational Inequality Literature Individual differences determining coaches’ mobility –Human capital, Social capital Labor market characteristics determining mobility –Sponsored mobility, Vacancy chains, Occupational Internal Labor Market. Implicit assumption that all coaches occupy the same occupational positions.

4. Stacking and Tracking – Occupational Inequality Literature Racialized Jobs (Collins 1997) –Job requirements include actual or symbolic connection to black community. –Limit manager’s ability to develop skills and experience necessary to move up the corporate ladder.

5. Stacking and Tracking – Sports Literature Stacking –Racial segregation of athletes into positions based on their “centrality.” –Minority football players are overrepresented in non-central positions (e.g. wide receiver, running back, defensive end, etc.).

6. Stacking and Tracking – Sports Literature Tracking –Stacking among athletes leads to the reproduction of racial segregation among coaches (Anderson 1993; Braddock 1989). –Less is known about how the structure of coaching staffs impacts future career outcomes.

7. Research Questions Are black coaches more likely than white coaches to be in non-central coaching positions? How does being in a non-central coaching position impact a coach’s future career opportunities?

8. Data Full-Time Coaches on all 12 coaching staffs in the Atlantic Coast Conference (ACC). –N = 120 (10 per team) –Used media guides to gather coaches’ biographical information and career histories.

9. Basic Structure of NC State’s Coaching Staff DefenseOffense Special Teams HC DCOC STRBOLTE GA DLDBLB

10. Basic Structure of NC State’s Coaching Staff DefenseOffense Special Teams HC DCOC STRBOLTE GA DLDBLB

11. Basic Structure of NC State’s Coaching Staff - Executive DefenseOffense Special Teams HC DCOC STRBOLTE GA DLDBLB

12. Basic Structure of NC State’s Coaching Staff - Central DefenseOffense Special Teams HC DCOC STRBOLTE GA DLDBLB

13. Basic Structure of NC State’s Coaching Staff – Non-Central DefenseOffense Special Teams HC DCOC STRBOLTE GA DLDBLB

14. Variables Dependent: –Current Position Executive –Head Coach, Offensive and Defensive Coordinator. Central –Quarterback, Linebacker, and Offensive Line Coaches. Non-Central –Running Back, Wide Receiver, Defensive Line, and Defensive Backs coaches. –Central Position Years Total years after their first full-time position Independent: –Race (White vs. Black) –Years Coaching Executive, Central, and Non- Central Positions (not including current position). –First Full-Time Position (Non-Central vs. Executive/Central)

15. Results of Multinomial Logistic Regression Predicting Current Position Non-Central vs. Executive Central vs. Executive Non-Central vs. Central Model 1Model 2Model 3Model 4Model 5Model 6 Black12.873*3.860**1.604.9828.025*3.933** Played DIA.325*.622.303*2.2201.0721.410 Played Central.8741.5052.3001.706.380**.678 Graduate Degree1.6512.4571.2812.0021.2891.227 GA/SA Years1.055.986.903.8261.1681.193 NC First Full-Time1.7591.696.888.4111.981.994 Executive Years.778*.853*.912 Central Years.886**1.094**.810* Non-Central Years1.098*.9961.103* -2 Log Likelihood196.325161.522196.325161.522196.325161.522 N = 110; * = p <.05; ** = p <.10; Table entries are odds ratios.

16. Results of Multinomial Logistic Regression Predicting Current Position Non-Central vs. Executive Central vs. Executive Non-Central vs. Central Model 1Model 2Model 3Model 4Model 5Model 6 Black12.873*3.860**1.604.9828.025*3.933** Played DIA.325*.622.303*2.2201.0721.410 Played Central.8741.5052.3001.706.380**.678 Graduate Degree1.6512.4571.2812.0021.2891.227 GA/SA Years1.055.986.903.8261.1681.193 NC First Full-Time1.7591.696.888.4111.981.994 Executive Years.778*.853*.912 Central Years.886**1.094**.810* Non-Central Years1.098*.9961.103* -2 Log Likelihood196.325161.522196.325161.522196.325161.522 N = 110; * = p <.05; ** = p <.10; Table entries are odds ratios.

17. Results of Multinomial Logistic Regression Predicting Current Position Non-Central vs. Executive Central vs. Executive Non-Central vs. Central Model 1Model 2Model 3Model 4Model 5Model 6 Black12.873*3.860**1.604.9828.025*3.933** Played DIA.325*.622.303*2.2201.0721.410 Played Central.8741.5052.3001.706.380**.678 Graduate Degree1.6512.4571.2812.0021.2891.227 GA/SA Years1.055.986.903.8261.1681.193 NC First Full-Time1.7591.696.888.4111.981.994 Executive Years.778*.853*.912 Central Years.886**1.094**.810* Non-Central Years1.098*.9961.103* -2 Log Likelihood196.325161.522196.325161.522196.325161.522 N = 110; * = p <.05; ** = p <.10; Table entries are odds ratios.

18. Results of OLS Regression Predicting Years in Central Position Model 1Model 2Model 3 Constant 11.347* (1.683) 9.642* (1.394) 10.237* (1.424) Black -5.021* (1.408) -.916 (1.281) -4.309** (2.350) Played DIA -.024 (1.253).028 (1.023).099 (1.014) Played Central 1.202 (1.275) 1.981** (1.047) 1.986** (1.037) Graduate Degree -.337 (1.321) -.578 (1.079) -.547 (1.069) GA/SA Years -.377 (.443) -.099 (.364) -.093 (.360) NC First Full-Time -5.838* (1.366) -5.510* (1.116) -6.495* (1.246) Total Years.272* (.037).276* (.037) Black * NC First Full-Time 4.419** (2.576) Adjusted R 2.251.501.510 * = p <.05; * = p <.10; GA/SA years and Total years are centered on mean

19. Results of OLS Regression Predicting Years in Central Position Model 1Model 2Model 3 Constant 11.347* (1.683) 9.642* (1.394) 10.237* (1.424) Black -5.021* (1.408) -.916 (1.281) -4.309** (2.350) Played DIA -.024 (1.253).028 (1.023).099 (1.014) Played Central 1.202 (1.275) 1.981** (1.047) 1.986** (1.037) Graduate Degree -.337 (1.321) -.578 (1.079) -.547 (1.069) GA/SA Years -.377 (.443) -.099 (.364) -.093 (.360) NC First Full-Time -5.838* (1.366) -5.510* (1.116) -6.495* (1.246) Total Years.272* (.037).276* (.037) Black * NC First Full-Time 4.419** (2.576) Adjusted R 2.251.501.510 * = p <.05; ** = p <.10; GA/SA years and Total years are centered on mean

20. Results of OLS Regression Predicting Years in Central Position Model 1Model 2Model 3 Constant 11.347* (1.683) 9.642* (1.394) 10.237* (1.424) Black -5.021* (1.408) -.916 (1.281) -4.309** (2.350) Played DIA -.024 (1.253).028 (1.023).099 (1.014) Played Central 1.202 (1.275) 1.981** (1.047) 1.986** (1.037) Graduate Degree -.337 (1.321) -.578 (1.079) -.547 (1.069) GA/SA Years -.377 (.443) -.099 (.364) -.093 (.360) NC First Full-Time -5.838* (1.366) -5.510* (1.116) -6.495* (1.246) Total Years.272* (.037).276* (.037) Black * NC First Full-Time 4.419** (2.576) Adjusted R 2.251.501.510 * = p <.05; ** = p <.10; GA/SA years and Total years are centered on mean

21. Results of OLS Regression Predicting Years in Central Position Model 1Model 2Model 3 Constant 11.347* (1.683) 9.642* (1.394) 10.237* (1.424) Black -5.021* (1.408) -.916 (1.281) -4.309** (2.350) Played DIA -.024 (1.253).028 (1.023).099 (1.014) Played Central 1.202 (1.275) 1.981** (1.047) 1.986** (1.037) Graduate Degree -.337 (1.321) -.578 (1.079) -.547 (1.069) GA/SA Years -.377 (.443) -.099 (.364) -.093 (.360) NC First Full-Time -5.838* (1.366) -5.510* (1.116) -6.495* (1.246) Total Years.272* (.037).276* (.037) Black * NC First Full-Time 4.419** (2.576) Adjusted R 2.251.501.510 * = p <.05; ** = p <.10; GA/SA years and Total years are centered on mean

22. Race Differences in Returns to Central/Executive First Full-Time Positions

23. Conclusion Preliminary support for “racialized” jobs operating in the college coaching profession. Evidence suggests that black coaches receive less benefit from starting in an advantaged position than white coaches.

24. Conclusion Future research will expand scope to include the entire population of DIA coaches. Examine coaches career trajectories more directly with a longitudinal research design. Examine a coaches structural position within a network of professional relations.

25. Social Network Structure