Organizational culture and organizational change in non-profit sport organizations: a processual approach
通过加拿大五个国家体育组织的多案例研究，探讨了组织文化与变革之间的复杂互动关系，发现变革可能引发分裂性亚文化并进一步阻碍变革进程，同时变革领导者可通过工作坊、促进者和人员流动来推动文化变革。
Research question The purpose of this study was to explore the interplay between organizational culture and organizational change in non-profit sport organizations.Research methods Five Canadian national sport organizations (NSOs) participated in a multiple case study. Forty-nine semi-structured interviews with NSO staff and Board members and 151 documents were collected and analyzed thematically.Results The results highlight the close and chaotic relationship between culture and change – namely, how change can trigger the formation of divisive sub-cultures where conflict ensues, further constraining the change process. Moreover, while it may not be possible to control culture change, the findings demonstrate how change leaders can leverage workshops, facilitators, and turnover to help facilitate the implementation of culture changes.Implications The study contributes to existing understandings of organizational culture and change beyond examining culture change. In doing so, it shows the complex and chaotic interplay between culture and change, where change can trigger divisive cultures, which in turn, further constrain change.