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Modelling organizational change in the International Olympic Committee
journal contribution
posted on 2016-02-16, 13:47 authored by Dwight H. Zakus, James SkinnerThe 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 The research is based on historical documents of the organization and secondary sources of data.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.
History
School
- Loughborough University London
Published in
European Sport Management QuarterlyVolume
8Issue
4Pages
421 - 442Citation
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 RoutledgeVersion
- 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
2008Notes
This paper is on closed access.ISSN
1618-4742eISSN
1746-031XPublisher version
Language
- en