Hostile takeover or joint venture: Connections between institutional theory and sport management research

Washington, Marvin; Patterson, Karen D. W.

doi:10.1016/j.smr.2010.06.003

Cited by 167 publications

(138 citation statements)

References 67 publications

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“…In this case, the data capture a 53 year time frame. Second, it provides another example of how organizational theories (like institutional theory) can shed light on the strategic and competitive issues underlying a sports organization's competitive environment (Fort and Maxcy, 2003;Washington and Patterson, 2011). In this case, institutional theory has provided some perspective on the motivations underlying the pursuit of competitive balance by the NFL, mainly, that the presence of competitive balance serves as a uniting force among the independently-owned NFL sports organizations as they attempt to compete with the various entertainment choices available to their current and potential fans.…”

Section: Discussionmentioning

confidence: 99%

“…Within the current study, institutional theory helps to explain the motivations behind enacting policies that can create competitive balance. Further, if the policies function as intended, the current study may begin to speak to Washington and Patterson's (2011) call for more research on both how different sports leagues evolve over time and why some sports (like the NFL) have remained in a dominant position over time (Hoovers, 2012, Miller, 2012, Easterbrook, 2012, Fendich, 2012.…”

Section: The Thrill Of Sports Entertainmentmentioning

confidence: 96%

“…In a fairly substantial review of the sports management literature, Washington and Patterson (2011) provide several examples of the predictive power of institutional theory within this context and demonstrate the appropriateness of institutional theory for understanding the context within which sports organizations operate. Within the current study, institutional theory helps to explain the motivations behind enacting policies that can create competitive balance.…”

Section: The Thrill Of Sports Entertainmentmentioning

confidence: 99%

See 2 more Smart Citations

A Longitudinal Exploration of Strategic Isomorphism: The Case of the National Football League

York

Miree

2015

AJBM

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Within any given industry, firms are faced with the pressure to strive for increased uniqueness. The purpose of the current study is to explore a phenomenon known as strategic isomorphism (or increased homogeneity among firms as a result of deliberate strategic choice). To this end, this research used seven different statistical techniques, to examine performance data within the National Football League (NFL) across fifty-three NFL seasons in an effort to determine if the NFL had isomorphic characteristics (as measured by competitive balance). In testing for presence of competitive balance in the NFL, we found a low standard deviation in winning percentage across teams in the seasons 1960-2012, indicating that the NFL has been a league of teams of nearly equal strength. From a longitudinal perspective we found that the NFL has not been dominated by a few strong teams nor has any single NFL team has been able to maintain dominance across multiple seasons. The current study is one of very few longitudinal studies that examine strategic isomorphism within a competitive context. Its results provide evidence that under certain competitive conditions, striving for increased similarity among competitors may be appropriate strategic choice.

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Section: Discussionmentioning

confidence: 99%

Section: The Thrill Of Sports Entertainmentmentioning

confidence: 96%

Section: The Thrill Of Sports Entertainmentmentioning

confidence: 99%

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A Longitudinal Exploration of Strategic Isomorphism: The Case of the National Football League

York

Miree

2015

AJBM

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“…Therefore, the analytic processing stage involves constituents classifying organizations (e.g., professional basketball organization; nonprofit CSO) as a basis to make sense of their actions. In turn, this allows constituents to evaluate organizational practices in relation to a set of myths that apply to all organizations in a classification (Meyer & Rowan, 1977;Santomier, 1979;Soebbing & Mason, 2009;Suchman, 1995;Washington & Patterson, 2011;Zucker, 1987).…”

Section: Perceived Dimensionsmentioning

confidence: 99%

The Development of a Framework to Capture Perceptions of Sport Organizations Legitimacy

Lock

Filo

Kunkel

et al. 2015

Journal of Sport Management

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In this manuscript, we use Bitektine's (2011) theory of organizational social judgments to develop a framework to Capture Perceptions of Organizational Legitimacy (CPOL). We outline a three-stage framework as a method to measure the perceived dimensions on which constituents scrutinize sport organizations legitimacy. In stage one of the framework, we defined the organizational context of a nonprofit sport organization in Sydney, Australia to establish the classification, purpose, and relationship of the focal entity to its constituents. In stage two, we distributed a qualitative questionnaire (N = 279) to identify the perceived dimensions on which constituents scrutinized organizational action. In stage 3 we distributed a quantitative questionnaire (N = 860) to test six perceived dimensions, which emerged during stage two of the CPOL framework. The six dimensions explained 63% of respondents' overall organizational judgment, providing support for the CPOL framework as a contextdriven process to measure constituent perceptions of the legitimacy of sport organizations.Running head: LEGITIMACY FRAMEWORK 3

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“…Scholars have drawn upon a raft of theoretical perspectives and concepts in order to understand and explain the nature and extent of change evident within amateur sport organizations. These include, but are not limited to, commercialization (e.g., Slack, 2004), professionalization (e.g., Thibault, Slack, & Hinings, 1991;Macintosh, Bedecki, & Franks, 1987;Macintosh & Whitson, 1990), and organizational and institutional theory (e.g., O'Brien & Slack, 2003Kikulis, Slack, & Hinings, 1992;Washington & Patterson, 2011). Sport policy scholars have also drawn upon a number of meso-level theoretical concepts to explain organizational and systemic change.…”

mentioning

confidence: 99%

The Modernization of Policy-Making Processes in National Sport Organizations: A Case Study of Athletics Canada

Dowling

Denison

Washington

2015

JAS

Self Cite

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This article explores the consequences of modernization on the policy-making processes of a singular National Sport Organization: Athletics Canada. In drawing upon the works of Green and Houlihan (2005) as a baseline comparison, we examine how the organizations' policy-making processes have changed over a 10-year period (2002)(2003)(2004)(2005)(2006)(2007)(2008)(2009)(2010)(2011)(2012). Specifically, our analysis focuses on the nature and extent of these intraorganizational policy-related changes and how they have influenced the organization's decision-making capabilities. The descriptive analysis is informed by empirical data collected from eight in-depth semi-structured interviews with senior Athletics Canada personnel and concentrates on three inter-related themes (i) the development and prioritization of Own the Podium funded policies and programs; and (ii) the development and prioritization of evidence-based policies and programs, which, in turn, has resulted in (iii) increased inter-organizational relationship strain between Athletics Canada and its key delivery partners. More broadly, our investigation contributes to recent amateur sport scholarship that has sought to better understand how these broader socio-political shifts have influenced the specific decision-making processes of sport organizations.he examination of organizational change and reform has been a central thread to discussions surrounding amateur sport. Scholars have drawn upon a raft of theoretical perspectives and concepts in order to understand and explain the nature and extent of change evident within amateur sport organizations. These include, but are not limited to, commercialization (e.g., T

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Hostile takeover or joint venture: Connections between institutional theory and sport management research

Cited by 167 publications

References 67 publications

A Longitudinal Exploration of Strategic Isomorphism: The Case of the National Football League

A Longitudinal Exploration of Strategic Isomorphism: The Case of the National Football League

The Development of a Framework to Capture Perceptions of Sport Organizations Legitimacy

The Modernization of Policy-Making Processes in National Sport Organizations: A Case Study of Athletics Canada

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