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Nefertiti A. Walker, Kwame J.A. Agyemang, Marvin Washington, Lauren C. Hindman, and Jeffrey MacCharles

institutional theory tenets, namely, legitimacy and institutionalization ( Deephouse & Suchman, 2008 ; DiMaggio & Powell, 1983 ; Greenwood, Oliver, Sahlin, & Suddaby, 2008 ; Meyer & Rowan, 1977 ). This study has several contributions. One key point is that there is currently a dearth of sport

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Carter A. Rockhill, Jonathan E. Howe, and Kwame J.A. Agyemang

prevalent in leadership positions ( Bimper & Harrison, 2017 ). Thus, it is critical to investigate how the various stakeholders in these P5 programs look to establish racial DEI. As we focus on racial DEI within P5 college athletics, aspects of critical race theory (CRT) and institutional theory are

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Matthew Juravich and Brian M. Mills

A focus of recent studies applying institutional theory has dealt with the examination of organizational fields rather than individual organizations or entire organizational populations as primary units of analyses. DiMaggio and Powell ( 1983 ) defined an organizational field as a group of

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Jonathan Robertson, Ryan Storr, Andrew Bakos, and Danny O’Brien

exists around the women’s game” ( Hickey et al., 2016 , p. 3). Interestingly, this same point was also noted by Fink ( 2012 ), who drew attention to the role homophobia plays in marketing efforts around female athletes. In linking the present literature to institutional theory, we move our attention to

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Joshua McLeod, David Shilbury, and Géraldine Zeimers

governance convergence in sport, this research proposes and then empirically tests a theoretical framework drawing primarily on institutional theory. The proposed framework is an adaption of Jamali and Neville’s ( 2011 ) multilevel institutional model. The model distinguishes between three interconnected

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George B. Cunningham and Calvin Nite

expressed toward LGBT individuals. Thus, we focused on a factor that might facilitate inclusiveness and another that potentially detracts from such efforts. Drawing from concepts in institutional theory ( Greenwood, Oliver, Sahlin, & Suddaby, 2008 ), we suspected that the community measures would intersect

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Russell E. Ward Jr.

Despite suggestions that mission statements represent a strategic component of organizational communication, there has been little research of these documents in athletic departments at U.S. colleges and universities. The purpose of this research was to explore the relationship between mission statement content and athletic department accomplishments in National Collegiate Athletic Association (NCAA) Division I schools (N = 343). The content analysis of mission statements revealed that athletics missions do not differentiate accomplished from less accomplished athletic programs. Athletic departments with strong traditions of promoting the academic advancement of student-athletes, achieving gender equity, and complying with NCAA rules tend to reference these distinctions in the same way as departments with less favorable histories. Grounded in institutional theory, this article describes the external pressures toward sameness rather than differentiation in mission statement content. Implications for intercollegiate athletics and higher education are discussed.

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Jules Woolf, Brennan K. Berg, Brianna L. Newland, and B. Christine Green

Mixed martial arts (MMA) is a rapidly growing combat sport with unique development procedures unlike most traditional sports. In this study the development processes at an exemplar MMA gym were examined. Institutional work theory was used to understand how and why the sport is being developed in this setting. The results provide a microlevel account of the processes and operation of the sport as it develops, and indicate that traditional sport development models may not adequately represent all sports. Subcultural values reflecting what it takes to be a fighter along with a fighter’s duty to the gym influence recruitment, retention, and transition strategies of athletes. Two forms of institutional work, refinement and barrier work, were identified as simultaneously aiding and hindering the development of the sport. Along with furthering institutional theory research, this study contributes to the discourse on alternative ways of sport development for MMA and emergent sports.

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Kathryn L. Heinze and Di Lu

? Further, we develop propositions about the factors that may lead to shifts in powerful sport governing bodies’ responses to institutional change. This study advances institutional theory and sport management in several ways. First, by identifying shifts in how a sport governing body reacts to

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Calvin Nite and Marvin Washington

 al., 2017 ). We observed the context through known theoretical lenses (e.g., institutional theory, institutional work) in efforts to extend understandings of how innovation impacts institutional arrangements within sport ( Timmermans & Tavory, 2012 ). Langley ( 1999 ) noted multiple approaches to analyze