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Title: Modelling organizational change in the International Olympic Committee
Authors: Zakus, Dwight H.
Skinner, James
Issue Date: 2008
Publisher: © European Association for Sport Management. Published by Routledge
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.
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 The research is based on historical documents of the organization and secondary sources of data.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.
Description: This paper is on closed access.
Version: Published
DOI: 10.1080/16184740802461660
URI: https://dspace.lboro.ac.uk/2134/20334
Publisher Link: http://dx.doi.org/10.1080/16184740802461660
ISSN: 1618-4742
Appears in Collections:Closed Access (Loughborough University London)

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