Strategic Change and the Role of Interests, Power, and Organizational Capacity

in Journal of Sport Management
View More View Less
  • 1 University of Memphis
  • | 2 University of Alberta
Restricted access

Purchase article

USD  $24.95

Student 1 year online subscription

USD  $87.00

1 year online subscription

USD  $116.00

Student 2 year online subscription

USD  $166.00

2 year online subscription

USD  $221.00

The purpose of this study was to investigate the role of subunit interests, power arrangements, and organizational capacity in a program of radical transformation of a group of Canadian National Sport Organizations (NSOs). Using realtime data collected over a 12-year period, six case studies were constructed to provide insight into the role that these internal dynamics had on the propensity of organizations to change. Results showed that NSOs that completed the transformation possessed leadership with the technical and behavioral capacity for change, had an organizational structure in which volunteers were willing to share power with professional staff, and engaged in an all-encompassing transformation process that embraced the entire organization. By contrast, those NSOs that failed to complete the change lacked effective transformational leadership, had a structure in which power was retained centrally by volunteer board members, and were characterized by ongoing struggles among subunits to protect their own interests.

John Amis is with the Dept. of Human Movement Sciences and Education, University of Memphis, 106 Elma Neal Roane Fieldhouse, Memphis, TN, 38152. Trevor Slack is with the Dept. of Sport Management, Faculty of Physical Education and Recreation, University of Alberta, Edmonton, Alberta, T6G 2H9, Canada. C.R. Hinings is with the School of Business, University of Alberta, Edmonton, Alberta, T6G 2R6, Canada.

All Time Past Year Past 30 Days
Abstract Views 1535 1059 81
Full Text Views 90 64 4
PDF Downloads 64 21 3