Indiana University-Purdue University Indianapolis (IUPUI)

This thesis comprises two stages that empirically investigate and evaluate the perceptions and importance of service elements expectations of professional baseball spectator in Taiwan. Study I is designed to collect the perception of spectators service elements expectations focus groups meetings, which also help the research to develop an appropriate research instrument for the evaluation of the importance of service elements expectations to Taiwan professional baseball spectators. Study II collected 1020 questionnaire survey samples and used cluster analysis approach to segment TPB spectators into six meaningful groups by service elements expectations. The thesis concludes that, firstly, the successful use of expectation to segment spectators proves the potential of expectation as a typology with which to categorise customers. Secondly, TPB spectators with different levels of team identification failed to have great differences in their service expectations, even though two service factors ( subsidiary services and social and educational services ) were evaluated as less important by respondents, they were still evaluated that six service expectation factors are all important to them. Finally, this study provided a different angle for sports organisers to consider, and an outline for assisting managers design service packages that are highly responsive to the target market.

In this essay, we use two stage data envelopment analysis (Two-stage DEA) with an application to evaluate the efficiency of six teams from Chinese Professional Baseball League (CPBL) during 2004 to 2005. In the essay, we use three methods to develop the research. First, we use the Window Analysis based on fewer DMUs situation. Second, the modification across different period has been made by Malmquist Index Analysis. Last one is Cross Efficiency; we use it for ranking efficiency performance for those teams during 2004 to 2005. According to above methods, it shows that: 1. the efficiency performance of Brother Elephants, Sinon Bulls, Chinatrust Whales, Uni Lions in the management stage is better than it in the production stage, vice versa Macoto Cobras and La new Bears in the production stage is better than management stage. 2. Each team is over optimal scale in the production stage during 2004 to 2005. 3. The result of overall performance during is shown as following place: Bulls, Elephants, Lions, Cobras, Whales, Bears; the orders in production stage are Cobras, Whales, Bulls, Bears, Elephants, Lions; the orders in management stage are Elephants, Bulls, Lions, Cobras, Bears, Whales. 4. The Malmquist Productivity Index across different period each year indicates that only La new Bears reach 4.7% according average growth rate.

傳統DEA效率分析假設產業具單一生產過程，直到2000年，Färe and Grosskopf 提出Network DEA，闡明產業生產過程應分屬多階段性質。本研究應用其架構，假設職棒產業生產過程為兩個階段，並特別以Sexton and Lewis (2003) 增加中間產出的Two-Stage DEA 法，即第一階段的產出作為第二階段的投入，進行1992年至2004年「中華職業棒球聯盟」，共71個DMUs的實證分析。 Two-Stage DEA的第一階段是指花錢聘雇球員，而球團有效花錢聘雇球員的程度稱為「前置效率」，效率平均值為0.994；第二階段效率是指球隊正式比賽時，球員是否充分發揮技術潛能贏球，稱為「臨場效率」，效率平均值為0.969；而包含第一、二階段的整體球團運作效率則為「組織效率」，效率平均值為0.798。透過與傳統DEA的BCC模型之比較，發現Two-Stage DEA提供較豐富的組織運作過程資訊，俾管理者找出球團之無效率階段。 復以Tobit截斷迴歸模型，探討影響球團「前置效率」、「臨場效率」與「組織效率」之變數為何。結果指出，球隊對戰觀眾數、聯盟變革與現場直播對「前置效率」有顯著影響，「臨場效率」則受到臨時性獎勵制度與投手平均年齡的影響，而對戰觀眾數、聯盟變革、總教練的更動頻率與常設性獎勵制度，則是造成球隊「組織效率」差異的主因。 關鍵字：Network DEA、中間產出、Two-Stage DEA、職業棒球、效率 / Traditional DEA gauges efficiencies with only one production process, while in this study we apply Network DEA initiated by Färe and Grosskopf (2000), and in particular follow the Two-Stage DEA model incorporating the intermediate products, outputs from the first stage becomes inputs to the second stage, by Sexton and Lewis (2003) to evaluate the production efficiency of 71 DMUs of the Chinese professional Baseball League (CPBL ) from 1992 to 2004. How fair are the ball teams paying the players is called ”front office efficiency”, arithmetic mean is 0.994, in the first stage, how potentially successful are the teams playing the games is called “on-field efficiency”, arithmetic mean is 0.969, in the second stage, and how potentially successful are the teams playing the games if with perfect front office efficiency of the teams is called “organization efficiency”, arithmetic mean is 0.798. Comparing Two-Stage DEA model with BCC model of traditional DEA, we find that the former model provides more information of organizational operations for managers to understand and better the performance of the teams. Tobit regression analysis shows that (1) the front office efficiency is significantly positively influenced by spectators, variation of the league and television live, and (2) the on-field efficiency is significantly positively influenced by extemporaneous bonus and pitcher’s age. (3) The organization efficiency is significantly positively influenced by the spectators, variation of the league and fixed bonus, but the organization efficiency is significantly negatively influenced by change of coaches. Keyword：Network DEA, Intermediate products, Two-Stage DEA , Efficiency, Professional baseball

This study compares the U.S. National Football league (NFL) and Nippon Professional Baseball (NPB). The goal of the study is to develop recommendations for the rebuilding of NPB's popularity in terms of marketing policy practices after the efficiency of both leagues is analyzed.

中信兄弟棒球隊為中華職棒元老球隊之一，為了能夠更瞭解球隊管理與粉絲經營的詳細情形，本研究採用質性研究方法，以深度訪談的方式與中信兄弟行銷企劃部球隊顧問張樹人先生進行約九十分鐘的訪談，並將訪談所得之結果與二手相關資料之蒐集，透過策略行銷4C分析模型架構的分析，整理如以下三點： 1. 中信兄弟隊現階段是將組織內大部分的運作功能，外包給其他公司合作，以簽訂合作契約的方式來進行。短期能即時發揮綜效，但中長期而言，中信兄弟隊必須還是要擁有自己的營運團隊，否則會仰人鼻息受到箝制。 2. 中信兄弟隊對於台灣職棒圈而言，是相當具有代表性的一支球隊。擁有近三十年的成軍歷史，奪下史上最多半季冠軍和二次三連霸的創舉，在台灣棒壇可說是史無前例；此外在易主之後，更具備相當豐沛的資源可供運用，不僅有資金可以簽下自由球員、與球員談薪資，在主場方面也擁有台中洲際棒球場，並將重心放在推廣區域經濟上。 3. 中信兄弟隊在營運管理方面遇到一些問題，如：與前東家兄弟大飯店之間的權利義務關係尚未完全釐清；供應商贊助的部分則是有中信兄弟自己堅持的想法，導致與供應商之間的關係有待努力；在主場認養上起步較晚，如何能夠順利趕上其他球隊的進度並且成功帶動區域經濟，是一項很重要的課題。 / Brothers Baseball Club is one of the Chinese Professional Baseball League (CPBL) veteran teams. In order to better understand the detailed cases about team management and how to attract baseball fans, this study used qualitative research methods to design interview outlines, and conducted a ninety-minute interview with Edward Chang, the consultant of Brothers Baseball Club Marketing Planning Department. Based on the results obtained from interviews and the relevant second-hand information used are summarized as follows: 1. Brothers Baseball Club outsourced most of the operational function sectors and signed cooperation contracts with these companies. In fact, short-term synergies can be immediately evaluated; however, when it comes to long term scenarios, Brothers Baseball Club must cultivate their own operational teams; otherwise they would lose their competitive advantages and be threatened by other competitors. 2. Established more than thirty years, Brothers Baseball Club won the most Season Championship Titles and owned the record of two-time Third Consecutive in Taiwan CPBL series; these accomplishments are unique and honorable in Taiwan baseball history. Moreover, abundant resources can be manipulated by the Club such as salary policies and free agents competition. Also, Brothers Baseball Club manages Taichung Intercontinental Baseball Stadium as its home court, and would focus on the promotion of the regional economy. 3. Brothers Baseball Club encountered in several operating issues, such as: the rights and obligations between the former owner, the Brother Hotel, has not been fully clarified; Supplier sponsorship is an another problem Brothers Baseball Club needs to solve, resulting in misunderstandings with suppliers; Home court adoption is a late start, how to catch up with the smooth progress of the other three teams and how to achieve regional economic success are both very important issues.

Walton and McKersie (1965) defined relationship patterns as those shared attitudes that are important to negotiators when they are interacting together. In the case of the 2004 Japanese Professional Baseball collective bargaining negotiations, Dabscheck (2006) discussed the major issues and events that led to the two (2) day labor strike. However, his article did not describe how the relationship pattern between the Nippon Professional Baseball (NPB) and the Japanese Professional Baseball Players Association (JPBPA) changed to facilitate the settlement of the conflict. Along the same vein, researchers (Adair, Brett, & Okumura, 2001; Adair & Brett, 2005; Deck, Farmer, & Zeng, 2009; and Doucet, Jehn, Weldon, & Wang, 2009; Drake, 1995; Neu, 1988; and McDaniel, 2000) attempted to show a link between negotiator behavior from cultural and communication perspectives, however, there was little empirical attention paid to the psychological process, such as thoughts, perceptions, emotions, and attitudes, and its link to negotiator behavior leaving a gap in the existing scholarly literature. To address the gap in Dabscheck's (2006) article and the existing scholarly literature, I utilized Yin's (2009) Case Study Research Approach to qualitative inquiry by analyzing document reviews and engaging collaboratively with research participants through focused interviews to investigate how the relationship pattern in the 2004 Japanese Professional Baseball collective bargaining negotiations changed from the beginning to the end of the conflict if at all. I found that the NPB and the JPBPA institutional pattern of relationship at the start of the conflict began with a containment-aggression relationship pattern, and over four (4) months, the pattern of relationship did change from containment-aggression to cooperation. Upon further investigation, I found that the NPB and the JPBPA negotiators operated initially in the distributive bargaining sub-process utilizing reinforcement tactics, but over the course of four (4) months, they began to operate in the integrative bargaining sub-process with the utilization of cognitive balance tactics even though the NPB and the JPBPA negotiators never abandoned operating in the distributive bargaining sub-process. In essence, they operated in hybrid distributive and integrative sub-processes at the same time. Moreover, I discovered that the NPB and the JPBPA moved from containment-aggression to cooperation not only because of a change in the NPB's lead negotiator position, but also because of a shared emotional moment between the NPB and the JPBPA negotiators, which initiated a shift away from stalemate. Although environmental factors, such as the media, fans, politicians, and other unions, over the course of four (4) months did not waiver in their support for the resolution of the conflict, the evidence did not directly demonstrate the way that their support and their influence manifested in the collective bargaining negotiations.

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