Morgan and the Metaphors: Implications for Sport Management Research

1993 ◽  
Vol 7 (3) ◽  
pp. 189-193 ◽  
Author(s):  
Trevor Slack
Keyword(s):  
Sport Management ◽  
Sport Organizations ◽  
Management Research ◽  
Organizational Life

According to Morgan, our understanding of organizational life can be informed by a number of images of organization. In this article it is argued that in sport management research one or two of these images have dominated the field, to the exclusion of others. As such, we have developed only a partial and limited view of the organizational and managerial reality of sport organizations. If we are to enhance our understanding of the structure and processes of sport organizations we need to explore alternative images of these organizations, as this will ultimately help us produce better managers.

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.

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.

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.

Collaborative Self-Ethnography: Navigating Self-Reflexivity in a Sport Management Context

2015 ◽  
Vol 29 (5) ◽  
pp. 498-509 ◽  
Author(s):  
Shannon Kerwin ◽  
Larena Hoeber
Keyword(s):  
Sport Management ◽  
Methodological Approach ◽  
Theory Development ◽  
Personal Reflection ◽  
Management Research ◽  
Sport Fans ◽  
Management Context ◽  
Methodological Approaches

The main goal of our article is to encourage personal reflection within the field of sport management as a tool to strengthen methodological approaches in our research. We explore and discuss the utility of collaborative self-ethnography as one way to acknowledge personal identities through a reflexive account of our experiences as sport fans and sport researchers with this methodology. We draw on a previous study of our experiences as sport fans to illustrate techniques, downfalls, and benefits of studying one’s experiences in a collaborative methodological approach. We have two objectives: First, we hope to encourage sport management researchers to acknowledge and reflect on their personal identities related to sport, such as being a fan, coach, volunteer, or former participant, in their research. Second, we aim to demonstrate the utility of collaborative self-ethnography as one way to incorporate reflexivity in sport management research and theory development.

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