The Influence of a University’s Social Identity on NCAA Divisional Affiliation

Williams, Dylan; Seifried, Chad; Soebbing, Brian P.

doi:10.1123/jis.2014-0115

Cited by 2 publications

(5 citation statements)

References 49 publications

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“…Although these institutional work mechanisms are similar to previously identified mechanisms we focus the following discussion on how the mechanisms were influenced by context (Drori and Honig, 2013) and their purposes differed across the organization's life cycle (Nite et al ., 2019; Williams et al ., 2019). In doing so, we attempt to add important nuance to working lists of institutional work mechanisms (Battilana et al ., 2009; Lawrence and Suddaby, 2006).…”

Section: Discussionmentioning

confidence: 99%

“…Lester et al, 2003;Quinn and Cameron, 1983). Numerous life-cycle models have been presented that vary in number of stages; however, they all tend to describe a similar pattern in terms of how organizational activities and structures change over time (Williams et al, 2019). Lester et al (2003) argued that the organizational life cycle for all types of organizations is well reflected through five stages labeled: Existence, Survival, Success, Renewal and Decline.…”

Section: Legitimacy Workmentioning

confidence: 99%

“…Lester et al ., 2003; Quinn and Cameron, 1983). Numerous life-cycle models have been presented that vary in number of stages; however, they all tend to describe a similar pattern in terms of how organizational activities and structures change over time (Williams et al ., 2019). Lester et al .…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…The focus of this extant research could be grouped together within the legitimacy as resource paradigm, whereby legitimacy is considered a property that is acquired (Robertson et al ., 2022; Suddaby et al ., 2017). However, there has been a limited focus on how the legitimacy seeking activities of a new sport organization are shaped by the unfolding interplay between it and its context (Robertson et al ., 2022; Williams et al ., 2019). This latter approach is consistent with viewing legitimacy as a process (Suddaby et al ., 2017).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…When new organizations enter an existing marketplace, they are faced with several challenges (Battilana et al ., 2009). Central to a new organization's ability to secure resources and survive is its acquisition and maintenance of legitimacy (Williams et al ., 2019; Zimmerman and Zeitz, 2002). Institutional theory posits that new organizations can acquire legitimacy by conforming to the norms of the institutional field (Scott, 2014; Suchman, 1995).…”

Section: Introductionmentioning

confidence: 99%

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The ongoing struggle for legitimacy: the case of an unsanctioned community sport organization

Wigfield,

Snelgrove

2023

SBM

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PurposeThe purpose of this research is to explore how one unsanctioned community sport organization (CSO), AM Hockey, sought to acquire legitimacy in a highly institutionalized minor hockey marketplace at various points in its organizational life cycle.Design/methodology/approachThis study was guided by instrumental case study methodology. Twenty (20) AM Hockey stakeholders from a variety of roles (e.g. executives, program directors and coaches) were interviewed. Document analysis was also utilized to supplement the interviewees. Internal and public documents reflective of the CSO's creation and growth were obtained.FindingsFindings revealed that the CSO had to navigate distinct phases of evolution including the Building, Growth, Competition and Stabilization phases. Although the four life cycle phases identified in this study share similarities with the phases identified by Lester et al. (2003), findings indicated that institutional work mechanisms must be understood in their context as they can vary over the life cycle of an organization. Therefore, start-up sports organizations must approach the pursuit of legitimacy as a continual process rather than something acquired and defended through maintenance work.Originality/valueDeveloping legitimacy remains a central challenge for CSOs that seek to deliver alternative sport programming, yet it continues to be understudied. Ultimately, the long-term viability of an unsanctioned CSO in a federated sports system relies, in part, on its ability to continually determine the actions needed to achieve legitimacy within its environment.

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