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Modelling organizational change in the International Olympic Committee

journal contribution
posted on 16.02.2016 by Dwight H. Zakus, James Skinner
The International Olympic Committee (IOC) has grown from a nineteenth-century amateur-based gentlemen’s club to a multi-national, non-governmental, professionally run sport organization in the twenty-first. Commercial development and subsequent high integration with webs of outside organizations wrought change to sport and to the IOC, especially under the impacts of environmental disturbances. The research is based on historical documents of the organization and secondary sources of data. These data were examined first in the Context of Laughlin’s (1991) model of organizational change. Although this model reveals succinctly the way in which change can be represented historically, it does have limitations, so we subject Laughlin’s model to a critical post-modern framework as adopted by Skinner, Stewart, and Edwards (1999). In the end, organizational change is a complex phenomenon that filters through the organization with differing Ramifications.
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School

  • Loughborough University London

Published in

European Sport Management Quarterly

Volume

8

Issue

4

Pages

421 - 442

Citation

ZAKUS, D.H. and SKINNER, J., 2008. Modelling Organizational Change in the International Olympic Committee. European Sport Management Quarterly, 8(4), pp. 421-442.

Publisher

© European Association for Sport Management. Published by Routledge

Version

VoR (Version of Record)

Publisher statement

This work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/

Publication date

2008

Notes

This paper is on closed access.

ISSN

1618-4742

eISSN

1746-031X

Language

en

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