Modelling Organizational Change in the International Olympic Committee

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Title Modelling Organizational Change in the International Olympic Committee
Author Zakus, Dwight; Skinner, James
Journal Name European Sport Management Quarterly
Year Published 2008
Place of publication London, UK
Publisher Routledge
Abstract 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 The research is based on historical documents of the organization and secondary sources of data.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.
Peer Reviewed Yes
Published Yes
Publisher URI
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Volume 8
Issue Number 4
Page from 421
Page to 442
ISSN 1618-4742
Date Accessioned 2008-10-28
Language en_AU
Research Centre Griffith Institute For Tourism
Faculty Griffith Business School
Subject PRE2009-Other Commerce, Management, Tourism and Services
Publication Type Journal Articles (Refereed Article)
Publication Type Code c1

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