The Canadian Hockey Association Merger and the Emergence of the Amateur Sport Enterprise

2006 ◽  
Vol 20 (1) ◽  
pp. 74-100 ◽  
Author(s):  
Julie Stevens
Keyword(s):  
Organizational Change ◽  
Large Scale ◽  
Sport Management ◽  
Qualitative Case Study ◽  
Case Analysis ◽  
Organizational Form ◽  
Sport Organizations ◽  
Management Research ◽  
Amateur Sport

The purpose of this article is to understand the nature of large-scale organizational change within amateur sport through the analysis of a merger between two hockey organizations. This study expands upon the research on Canadian national sport organizations established by Kikulis, Slack, and Hinings (1992) by identifying a new archetype—the Amateur Sport Enterprise. In particular, the study presents a case analysis of the 1994 merger between the Canadian Amateur Hockey Association and Hockey Canada to form the Canadian Hockey Association . The results of the qualitative case study revealed that, contrary to previous notions of archetype coherence, aspects of competing archetypes might coexist within an organizational form or, more specifically, within particular elements of an organizational form. The characteristics of the Amateur Sport Enterprise archetype are discussed and implications for future sport management research are addressed.

scholarly journals Context Receptivity: Innovation in an Amateur Sport Organization

2000 ◽  
Vol 14 (3) ◽  
pp. 227-242 ◽  
Author(s):  
Arran Caza
Keyword(s):  
Organizational Change ◽  
The Other ◽  
Sport Organizations ◽  
Ethnographic Case Study ◽  
Change Behavior ◽  
Amateur Sport ◽  
Amateur Boxing ◽  
Sport Organization ◽  
Process Oriented

The Amateur Boxing Association (ABA) is a Canadian provincial sport organization. Recently, the ABA has attempted many innovations in response to strong pressure for change. The success of these attempts has been mixed. This study uses Pettigrew, Ferlie and McKee's (1992) metaphor of context receptivity to explain this outcome variability. Context receptivity is a process-oriented perspective on organizational change behavior. This research is a qualitative, ethnographic case study focussing on two particular ABA innovations. One innovation failed; the other succeeded. These results are consistent with the expectations of context receptivity, which is a useful framework for understanding change outcomes in sport organizations.

scholarly journals Media Digitization and Preservation Initiative: A Case Study

2018 ◽  
Vol 13 (1) ◽  
pp. 91-113
Author(s):  
Devan Ray Donaldson ◽  
Allison McClanahan ◽  
Leif Christiansen ◽  
Laura Bell ◽  
Mikala Narlock ◽  
...  
Keyword(s):  
Large Scale ◽  
Qualitative Case Study ◽  
Future Research ◽  
Indiana University ◽  
Roles And Responsibilities ◽  
Case Study Analysis ◽  
Digital Curation ◽  
Lifecycle Model ◽  
Mass Digitization

Since its creation nearly a decade ago, the Digital Curation Centre (DCC) Curation Lifecycle Model has become the quintessential framework for understanding digital curation. Organizations and consortia around the world have used the DCC Curation Lifecycle Model as a tool to ensure that all the necessary stages of digital curation are undertaken, to define roles and responsibilities, and to build a framework of standards and technologies for digital curation. Yet, research on the application of the model to large-scale digitization projects as a way of understanding their efforts at digital curation is scant. This paper reports on findings of a qualitative case study analysis of Indiana University Bloomington’s multi-million-dollar Media Digitization and Preservation Initiative (MDPI), employing the DCC Curation Lifecycle Model as a lens for examining the scope and effectiveness of its digital curation efforts. Findings underscore the success of MDPI in performing digital curation by illustrating the ways it implements each of the model’s components. Implications for the application of the DCC Curation Lifecycle Model in understanding digital curation for mass digitization projects are discussed as well as directions for future research.

Bridging the Gap: U.S. Sport Managers on Barriers to Industry–Academia Research Collaboration

2016 ◽  
Vol 30 (3) ◽  
pp. 248-264 ◽  
Author(s):  
Noni Zaharia ◽  
Anastasios Kaburakis
Keyword(s):  
Sport Management ◽  
Research Collaboration ◽  
The United States ◽  
Education Level ◽  
Sport Organizations ◽  
Management Research ◽  
Research Collaborations ◽  
Research Involvement ◽  
Sport Industry ◽  
The U.S

Collaboration between industry and academia is a subject of great interest to sport management academics and sport industry leaders in the United States. However, there is a lack of research regarding barriers to sport industry–academia collaborations and bridging the gap between sport management research and practitioners. The aim of the study was to explore trends in collaboration barriers among various research involvement levels of U.S. sport firms with sport management academia. Data were gathered from 303 sport managers working for U.S. sport companies. Results indicated several barriers for research collaborations between the U.S. sport industry and academia. Such barriers include transactional barriers, sport industry subsectors, sport organizations’ location, and age and education level of respondents.

Organizational Image and Identity Management in Large-Scale Sporting Events

2007 ◽  
Vol 21 (1) ◽  
pp. 15-40 ◽  
Author(s):  
Milena M. Parent ◽  
Peter O. Foreman
Keyword(s):  
Large Scale ◽  
Sport Management ◽  
Identity Management ◽  
Sporting Events ◽  
Sport Organizations ◽  
Organizational Image ◽  
Symbolic Communication ◽  
Stakeholder Groups ◽  
The Media ◽  
Critical Aspects

Although identity, image, and reputation are important issues for the sport management field, little research has examined how sport organizations construct and manage such intangible yet critical aspects of their organizations. This article addresses this gap in the literature by exploring the process of identity construction within organizing committees of major sporting events. The insights gained from two case studies indicate that committees draw on three types of identity referents: the nature of the event, context, and key individuals of organizing committees. These referents are projected as images from the organizing committee to various stakeholder groups and then reflected back to the organizing committee. In addition, images are often received by stakeholders through indirect channels of transmission, especially the media, further complicating the process of image and identity management. Finally, organizing committees attempt to manage the process primarily via verbal and symbolic communication strategies.

scholarly journals Resident assistant peer training : perceptions surrounding the use and effectiveness of experienced student leaders as trainers at one small private catholic university

2016 ◽  
Author(s):  
◽  
Tina F. Sheppard
Keyword(s):  
Large Scale ◽  
Qualitative Case Study ◽  
Training Model ◽  
Senior Resident ◽  
Resident Assistants ◽  
Resident Assistant ◽  
Catholic University ◽  
One Year ◽  
The University

This qualitative case study of one small private Catholic university in the northeast examines the perceptions of experienced (i.e. second to third year staff) and inexperienced (i.e. newly hired staff) student resident assistants. Specifically, this study focuses on the observations and insights of experienced and inexperienced staff as it relates to peer presented training and the overall training curriculum. The university employees a traditional training timeline with large-scale trainings occurring immediately prior to the opening of fall and spring semesters and smaller onehour trainings occurring throughout each semester. The resident assistant staff likewise follows a common model employing a number of new, first year resident assistants as well as a smaller number of second and third year resident assistants called senior residents assistants (the word "senior" implies the student staff member has at least one year of experience; it does not reference the student's academic year). The student to resident assistant ratio is a comfortable 30:1 with students living in traditional and suite style residence halls as well as apartments for upper-division students and graduates. Overall, the residential program studied is very similar to any number of other residential programs across the country. The one possible exception is the use of experienced student staff (senior resident assistants) to train inexperienced student staff (resident assistants). While this training model is not unique to the university of study, there are data to determine how common this model is, nor has there been any research related to the student staff perceptions of the effectiveness of such a model. The results of this qualitative case study reveal the training impressions of nine resident and senior resident assistants with the aim of understanding how they experienced training, their thoughts related to the use of peer presented trainers, and how they saw peer presented trainers influencing the overall staff experience. Three themes emerged: the use of experienced student staff as teachers, mentors, and supervisors. In this study I conclude the use of experienced student staff as teachers and mentors is both appropriate in this setting and desired by both experienced and inexperienced staff. However, the use of the experienced student staff position as supervisors is not viewed as appropriate by either experienced or inexperienced student staff and is cautioned against.

Taking over or taking in? A qualitative case study of successful acquisitions

2020 ◽  
pp. 1-21
Author(s):  
Roy K. Smollan ◽  
Chris Griffiths
Keyword(s):  
Mergers And Acquisitions ◽  
Large Scale ◽  
Qualitative Case Study ◽  
Theory And Practice ◽  
Organizational Changes ◽  
Perceived Injustice ◽  
Factors Influencing ◽  
Overall Evaluation ◽  
Successful Change

Abstract There is a widely held but scarcely challenged belief that most organizational changes fail, especially in mergers and acquisitions (M&A). Failure of M&A is often attributed to factors such as differences in organizational cultures, contested identities, perceived injustice, lack of trust, ineffective leadership and poor communication. A qualitative study was conducted in an acquiring company and two target companies to identify the criteria of a successful change, to explore perceptions of the degree of success of the acquisition(s) they had experienced, and to investigate the factors influencing these perceptions. The findings demonstrated that M&A can be considered successful when attention is paid, not only to integration of practices, but also to socio-cultural factors in managing M&A processes. The overall evaluation of these two acquisitions was that they had been successful. Implications for theory and practice include the possible differences between small- and large-scale M&A experiences.

Better Together?

2019 ◽  
pp. 299-315
Author(s):  
Juliano Pereira ◽  
João Paulo Bittencourt ◽  
Silvia Pereira de Castro Casa Nova ◽  
Alexandre Ardichvili
Keyword(s):  
Organizational Change ◽  
Large Scale ◽  
Publishing House ◽  
Evidence Based ◽  
Critical Transition ◽  
Education Market ◽  
Large Scale Change ◽  
K 12 ◽  
Higher Education Market

This case study focuses on a large-scale change faced by SOMOS, the largest K-12 educational platform in Brazil. In 2015, the company acquired Saraiva, a traditional family-owned publishing house with a strong portfolio of services in the K-12 sector as well as a significant share of the higher education market sector. The authors have chosen an episodic narrative to describe two relevant events within organizational change. Six episodes of change were presented, each focusing on specific and related points. They document and map the process of integration of the two organizations, describing the main challenges, critical milestones, and outcomes from each episode. They reflect on whether the evidence-based approach, used to develop the organizational change interventions, was successful in bringing people together during this critical transition.

Implications of Uncollected Accounts to Fiscal and Operational Policy: A Case of Realty Corporation

2014 ◽  
Vol 7 (1) ◽  
Author(s):  
JOEL B. TAN
Keyword(s):  
Rate Increase ◽  
Qualitative Case Study ◽  
Case Analysis ◽  
Process Approach ◽  
Business Research ◽  
Design Data ◽  
Case Study Design ◽  
Financial Volatility

Uncollected account is a critical indicator of financial volatility, profitability,and customer satisfaction. This business research sought to address the uncollected receivables of a realty corporation in Davao City that brought the organization to difficult cash position and exposed its financial instruments to liquidity and creditrisks for years. The study employed a qualitative, case study design. Data weregathered and analyzed through direct interviews with experts, phone surveys, andfinancial statement audit. The instrument used was a self-constructed interviewguide validated by experts. The “case analysis and business problem solvingmodel”, a scientific process approach to any business problems, was utilized asa tool in identifying the principal problem and the best alternative solution.Results of the analyses and evaluation suggest that hiring an in-house credit andcollection personnel will yield the greatest value of net advantage among otheralternatives drawn. When properly executed, supported and sustained, the bestcourse of action shall help the company maintain a high quality of receivables interms of size and age, establish responsibility and accountability in its collectionpolicies and strategies, reduce delinquencies and bad debts at a tolerable rate,increase chances of recovery and salvaged revenues, and improve its cash flowcondition and exposures to financial risks.Keywords: Social Science, accounting, receivables, uncollected account, case study,Realty Corporation, descriptive design, Philippines

Can Gender Equity Be More Equitable?: Promoting an Alternative Frame for Sport Management Research, Education, and Practice

2006 ◽  
Vol 20 (4) ◽  
pp. 483-509 ◽  
Author(s):  
Sally Shaw ◽  
Wendy Frisby
Keyword(s):  
Feminist Theory ◽  
Gender Equity ◽  
Sport Management ◽  
Sport Organizations ◽  
Management Research ◽  
Power Structures ◽  
Research And Practice ◽  
Research Education ◽  
Gender Research ◽  
Poststructural Feminist

Gender research in sport management has been dominated by liberal feminist theory, which does little to challenge or alter dominant gendered discourses and power structures within sport organizations. In this paper, the limitations of three existing conceptual frames for understanding gender equity are discussed. A fourth frame is proposed that builds on the work of Ely and Meyerson (2000a), Meyerson and Kolb (2000), and Rao, Stuart, and Kelleher (1999). We argue that the fourth frame, based on poststructural feminist theory, provides an important alternative, addressing the complexities of gender relations in sport organizations through the processes of critique, narrative revision, and experimentation. We extend the fourth frame by considering two additional elements: (a) the intersection of gender with other aspects of diversity and (b) a deconstruction of the traditional discourses that pit gender equity against organizational effectiveness using Bauman’s (2001) concept of moral sensitivity. The implications of the fourth frame are then discussed in relation to sport management teaching, research, and practice.

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