Increased interest in organizational change (i.e., shifts in an organization's structure, strategy, and processes) has led to considerable diversity in the theoretical approaches used to explain the phenomenon. This theoretical diversity has caused some scholars to suggest that a more complete understanding of organizational phenomena such as change is obtained when different theoretical perspectives are used in conjunction with one another. This paper examines a process of change that has been occurring in Canadian national sport organizations. Utilizing the theoretical approaches found in work on resource dependence theory, institutional theory, organizational culture, and the role of transformational leaders in managing change, the paper shows how these approaches explain different aspects of the change process. It also shows how a more complete understanding of change may be gained by using more than one theoretical perspective.
T. Slack is with the Department of Physical Education and Sport Studies, and B. Hinings is with the Department of Organizational Analysis, at the University of Alberta, Edmonton, AB T6G 2H9.