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Cultural Readjustment After Crisis: Regulation and Learning from Crisis Within the UK Soccer Industry

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  • Dominic Elliott
  • Denis Smith

Abstract

abstract Challenging Turner's (1976, 1978) implicit assumption that cultural readjustment typically follows a crisis, this paper examines the evolution of the regulation of safety management within the UK soccer industry since 1946. Employing a longitudinal case study approach, the industry's response to four crises is examined. This study explores the industry's response to changes in the regulatory framework, through the lens of Gouldner's (1954) patterns of industrial bureaucracy and institutional theory. The persistence of indulgent and mock patterns of behaviour, following a series of disasters, challenges Turner's implicit assumption. Although a move towards a punitive approach to regulatory behaviour effected some changes, there was limited evidence of cultural readjustment due in part to a ‘mindset of invulnerability’ (Wicks, 2001). This included the fixed belief that hooligan behaviour was the primary problem facing the industry. Our findings suggest that more participative forms of regulation encourage more effective learning from crisis because they challenge core organizational and individual assumptions.

Suggested Citation

  • Dominic Elliott & Denis Smith, 2006. "Cultural Readjustment After Crisis: Regulation and Learning from Crisis Within the UK Soccer Industry," Journal of Management Studies, Wiley Blackwell, vol. 43(2), pages 289-317, March.
    • Handle: RePEc:bla:jomstd:v:43:y:2006:i:2:p:289-317
    DOI: 10.1111/j.1467-6486.2006.00591.x
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    Cited by:

    1. Lars Schweizer & Andreas Nienhaus, 2017. "Corporate distress and turnaround: integrating the literature and directing future research," Business Research, Springer;German Academic Association for Business Research, vol. 10(1), pages 3-47, June.
    2. Castán Broto, Vanesa & Glendinning, Stephanie & Dewberry, Emma & Walsh, Claire & Powell, Mark, 2014. "What can we learn about transitions for sustainability from infrastructure shocks?," Technological Forecasting and Social Change, Elsevier, vol. 84(C), pages 186-196.
    3. Jan Brzozowski & Marco Cucculelli, 2016. "Learning from crisis: a systematic literature review," Mo.Fi.R. Working Papers 123, Money and Finance Research group (Mo.Fi.R.) - Univ. Politecnica Marche - Dept. Economic and Social Sciences.
    4. Gordon Müller-Seitz, 2014. "Von Risiko zu Resilienz — Zum Umgang mit Unerwartetem aus Organisationsperspektive," Schmalenbach Journal of Business Research, Springer, vol. 66(68), pages 102-122, January.
    5. Saes, Beatriz Macchione & Muradian, Roldan, 2021. "What misguides environmental risk perceptions in corporations? Explaining the failure of Vale to prevent the two largest mining disasters in Brazil," Resources Policy, Elsevier, vol. 72(C).
    6. André Spicer, 2020. "Organizational Culture and COVID‐19," Journal of Management Studies, Wiley Blackwell, vol. 57(8), pages 1737-1740, December.
    7. Jose L. Barbero & Alicia Ramos & Catherine Chiang, 2017. "Restructuring in dynamic environments: a dynamic capabilities perspective," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 26(4), pages 593-615.
    8. Matt Andrews, 2015. "Being Special: The Rise of Super Clubs in European Football," CID Working Papers 299, Center for International Development at Harvard University.

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