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Organisational culture in sport – A systematic review

Author

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  • Maitland, A.
  • Hills, L.A.
  • Rhind, D.J.

Abstract

The purpose of this paper was to systematically review the study of organisational culture in sport. The choice of research paradigms, methods, interests, perspectives, and definitions and operationalisation of organisational culture used in 33 studies was examined. This highlighted the variety of ways that culture has been studied in sport and the range of interests explored in the research, including informing athlete development, the link between the strength of culture and organisational performance and understanding the forces driving organisational diversity. Unlike the wider organisational culture literature, there has been a preference in sport to assume that culture was a variable to manipulate in an organisation. The opportunity to widen approaches to study organisational culture in sport is discussed, such as broadening the methods used to conduct studies, including both coaches and athletes in the population studied and using the fragmentation perspective, where ambiguity and conflict are considered in understanding culture.

Suggested Citation

  • Maitland, A. & Hills, L.A. & Rhind, D.J., 2015. "Organisational culture in sport – A systematic review," Sport Management Review, Elsevier, vol. 18(4), pages 501-516.
    • Handle: RePEc:eee:spomar:v:18:y:2015:i:4:p:501-516
    DOI: 10.1016/j.smr.2014.11.004
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    References listed on IDEAS

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    1. Alison Doherty & Janet Fink & Sue Inglis & Donna Pastore, 2010. "Understanding a culture of diversity through frameworks of power and change," Sport Management Review, Taylor & Francis Journals, vol. 13(4), pages 368-381, October.
    2. Eric MacIntosh & Alison Doherty, 2007. "Extending the Scope of Organisational Culture: The External Perception of an Internal Phenomenon," Sport Management Review, Taylor & Francis Journals, vol. 10(1), pages 45-64, January.
    3. Aaron C.T. Smith & David Shilbury, 2004. "Mapping Cultural Dimensions in Australian Sporting Organisations," Sport Management Review, Taylor & Francis Journals, vol. 7(2), pages 133-165, July.
    4. MacIntosh, Eric & Doherty, Alison, 2007. "Extending the Scope of Organisational Culture: The External Perception of an Internal Phenomenon," Sport Management Review, Elsevier, vol. 10(1), pages 45-64, May.
    5. Doherty, Alison & Fink, Janet & Inglis, Sue & Pastore, Donna, 2010. "Understanding a culture of diversity through frameworks of power and change," Sport Management Review, Elsevier, vol. 13(4), pages 368-381, November.
    6. Smith, Aaron C.T. & Shilbury, David, 2004. "Mapping Cultural Dimensions in Australian Sporting Organisations," Sport Management Review, Elsevier, vol. 7(2), pages 133-165, November.
    7. Lloyd C. Harris & Emmanuel Ogbonna, 1999. "Developing a Market Oriented Culture: A Critical Evaluation," Journal of Management Studies, Wiley Blackwell, vol. 36(2), pages 177-196, March.
    8. Robert E. Quinn & John Rohrbaugh, 1983. "A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis," Management Science, INFORMS, vol. 29(3), pages 363-377, March.
    9. Emmanuel Ogbonna & Lloyd C. Harris, 2002. "Organizational Culture: A ten Year, Two‐phase Study of Change in the UK Food Retailing Sector," Journal of Management Studies, Wiley Blackwell, vol. 39(5), pages 673-706, July.
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