Canadian Interuniversity Athletics: A Model and Method for Analyzing Conflict and Change

in Journal of Sport Management
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This paper (a) presents a comparative analysis design for use in tracing organizational history, (b) applies the comparative analysis design to the original Canadian Interuniversity Athletic Union-Central (CIAUC) (1905-1955) and the modern Canadian Intercollegiate/Interuniversity Athletic Union (CIAU) (1961 to present), and (c) relates the evolution of the past and present CIAU to Stogdill’s1 theories of cycles of conflict and Katz and Kahn’s2 theories of organizational growth, development, and decline. The comparative analysis design focuses on a number of organizational variables and the interactions among these variables such as goals, conflict, events, individuals and groups, social stress, and constituent strain and change over time. Analysis of these variables and their impact upon the development of an organization reveals the pattern of growth, decline, and restructuring within the organization. The application of the organizational history design to the original CIAUC traces the growth, development, and decline of this organization from 1905 to 1955. A similar pattern is identified in the modem CIAU from 1961 to the present. Involvement of the various regional leagues is recorded, and the transition from a mutual benefit educational sport service association to a highly centralized bureaucratic athletic business organization is documented. A CIAU conflict cube is presented, focusing on issues at the national, regional, and university member levels.

Direct all correspondence to Dick Moriarty, Faculty of Human Kinetics, University of Windsor, Windsor, Ont., Canada N9B 3P4.

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