This research examines the dynamics of strategic decision making within the western Canadian university athletic system. Using a framework developed from the Bradford studies (Hickson, Butler, Cray, Mallory, & Wilson, 1986) and Butler (1991), we focused on three key elements of decision making; complexity, politically, and the rules of the game. Using these concepts, this paper presents a case study analysis of the decision process that centered around the potential restructuring of the Canada West University Athletic Association and the Great Plains Athletic Conference. Qualitative research methods were used to collect and analyze data from documents and interview transcripts. The results show that the diversity of interests, level of influence, and both the constraining and enabling rules of the game contribute to the way the decision topic of restructuring was interpreted, what behaviors were enacted, and how the decision making process emerged to deal with this topic.
Larena Hill and Lisa M. Kikulis
Matthew Juravich, Steven Salaga and Kathy Babiak
decision-making ( Higgins & Gulati, 2006 ). Additionally, Papadakis and Barwise ( 2002 ) found that TMT and CEO characteristics both affect the strategic decision-making process, but CEOs and other members of TMTs affect different parts of the process. Relatedly, CEO attributes associated with general
Chris Barnhill and Mauro Palmero
Mary Graham is the athletic director at Western Arkansas University (WAU), a successful Football Championship Subdivision (FCS) school that is about to receive an invitation to join a Football Bowl Subdivision (FBS) conference. WAU’s Board of Regents has put the decision to join in her hands, but WAU’s president is pushing her to recommend accepting the invitation. Using details from a recently completed feasibility study and information from a professor in the sport management program, Graham must decide the future of her athletic program and university.
Nicole Westlund Stewart and Craig Hall
The purpose of this study was to examine the effects of a 6-week CG imagery intervention on strategic decision-making in curling. A secondary purpose was to determine whether curlers’ imagery ability and CG imagery use would be improved. Eleven varsity curlers from a Canadian postsecondary institution engaged in weekly guided imagery sessions that were held at the curling club before their regularly scheduled team practices. Curlers’ response times on a computerized curling strategy assessment significantly improved from baseline to post-intervention (p < .05). In addition, their kinesthetic imagery ability, CG imagery use, and MG-M imagery use significantly increased (p < .05). These results suggest that when curlers are exposed to new scenarios, they learn to store, process, and retrieve relevant information quicker (Simon & Chase, 1973). From a practical standpoint, CG imagery training can improve curlers’ strategy performance, including their ability to use various strategies in game situations.
impact how managers are trained. Management education should blend organizational effectiveness with strategic decision making as opposed to viewing them as separate processes. Sadun, R., Bloom, N., & Van Reenen, J. (2017). Why do we undervalue competent management? Neither great leadership nor brilliant
Lynley Ingerson and Michael L. Naraine
, and communicate useful data to enhance the Braves’ strategic decision making. Her research reveals that good data mining can utilize data from a team’s fans, members, player management, suppliers, marketing, and media, as well as any on-court practices. In this role, the job description seems to focus
Cole G. Armstrong, Theodore M. Butryn, Vernon L. Andrews and Matthew A. Masucci
decision-making skills extending the discussion of Sheth and Babiak ( 2010 ), while also allowing for a more critical understanding of the modern sport business. Finally, sport management students and professionals would benefit from learning about the history of sport in their geopolitical regions. Indeed
Allyson C. Hartzell and Marlene A. Dixon
Divisions II and III. They found that descriptions for athletic director positions had the most masculine phrases (e.g., planning and organization, resource allocation, motivation and inspiration, strategic decision making, and clarification of roles and objectives). Contrastingly, role descriptions for
Stefan Walzel, Jonathan Robertson and Christos Anagnostopoulos
put in”: Perceptions of professional sport organizations as community anchors . Community Development, 43 ( 5 ), 656 – 676 . doi:10.1080/15575330.2011.645048 10.1080/15575330.2011.645048 Anagnostopoulos , C. , Byers , T. , & Kolyperas , D. ( 2017 ). Understanding strategic decision-making
Jules Woolf and Jess C. Dixon
). Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams . Academy of Management Journal, 39 ( 1 ), 123 – 148 . doi:10.2307/256633 Arkes , H.R. , & Blumer , C. ( 1985 ). The psychology of sunk cost . Organizational