It is suggested that observed concentrations of crime in and among bars is largely the result of choices made by those who own and manage these establishment. Data collected from bars in Cincinnati, OH, and findings from previous studies appear to support the hypothesis that decisions made by place managers directly affect the likelihood of violence in bar settings. Future research is recommended to identify the specific management choices within each decision category that most directly influence violence in bars. Understanding the relationship between management and crime can help policymakers encourage responsible business practices and reduce violence in bars. Numerous studies have found that crime is highly concentrated in and around bars. Four theories have been used to explain why some bars experience more crime than others: (1) neighborhood hypothesis; (2) management hypothesis; (3) patron hypothesis; and (4) behavior setting theory. In this study, data gathered from bars in Cincinnati, OH and findings from previous studies were used to explore the probability of these four hypotheses. The study began by examining the concentration of violence among bars in Cincinnati. The spatial distribution of violent and nonviolent bars was examined to determine whether or not the data supported the neighborhood hypothesis. A model of place management decisionmaking was then proposed to further explicate the linkage between management and crime. This model demonstrates that both the patron and behavior setting hypotheses are a function of place management. Interview data and findings from existing literature are used to support the relationships outlined in the proposed model. Figures and references