A theoretical framework for the study of complex sport organizations
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ABSTRACT:
This paper suggests that usefulness of a general theoretical framework based on the model of strategic analysis elaborated by Crozier and Friedberg (1977/1980). This sociological theory allows for the understanding of complex sport organizations by the study of strategies and power relationships within them. The theory is linked to a restricted phenomenological method that can be used to discover the material, structural, and human conditions that limit and define the rationality of organizational actors, and thereby the meaning of their observable behaviors. Theory and method are explicated, and the paper concludes with an empirical example of the use of strategic analysis for the study of amateur sport federations. Draws attention to the usefulness of a general theoretical framework based on the model of strategic analysis elaborated by Crozier and Friedberg (1977/1980). Shows how this sociological theory allows for the understanding of complex sport organizations by the study of strategies and power relationships within them. Explains that Crozier's approach involves a restricted phenomenological method by which the conditions limiting and defining the freedom and rationality of the sports organizations' participants, and thereby the meaning of their observable behaviour, can be discovered. Concludes with an empirical example of the use of strategic analysis for the study of amateur sport federations.
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