Disability cricket in England and Wales exists within a constant state of change. This thesis is an organizational analysis of how environmental factors foster reproduction and/or transformation within the field of disability cricket. It is important to examine how these factors are translated across multiple levels of analysis; institutional, organizational, and individual. A layered analysis is important because it attempts to overcome the limitations of previous micro- and macro-approaches to change. A reflexive ethnography that involved three years of fieldwork allowed perceptions and meanings of change to be examined in real-time. This approach is novel in studies of institutional and organizational change. Data was collected through formal and informal interviews, active-member observations, and document analysis. The findings reveal a series of structural and cognitive consequences, which included a greater number of playing opportunities for disabled cricketers and the establishment of an economic market for disability cricket which ensured organizational commitment to accepting accountability and managerial pressures. While change occurred, the nature of organizational responses to these environmental factors varied. Drawing on the theoretical insights of Bourdieu (2005) and the institutional theory of translation (Czarniawska & Sevon, 1996), I demonstrate that these responses varied between organizations because of the relationship between the field, the organization’s doxa and the habitus of the individuals employed within. It concludes empirically that the translation of environmental factors is dependent on the interlinking relationships between institutions, organizations and individuals. The use of Bourdieu extends previous institutional analysis in sport management by providing a unique perspective on the role of organizations in reproducing inequality. As this thesis demonstrates institutional change is a recurrent theme in British sport organizations and further work is needed to examine the impact of these changes on the relations between sport organizations and the participants, employees and volunteers within them. As such it reinforces interdisciplinary calls to link sport management and the sociology of sport.
|Number of pages||224|
|Publication status||Published - 10 Oct 2014|
- institutional/organizational change