IDEAS home Printed from https://ideas.repec.org/a/bla/jomstd/v43y2006i2p289-317.html
   My bibliography  Save this article

Cultural Readjustment After Crisis: Regulation and Learning from Crisis Within the UK Soccer Industry

Author

Listed:
  • Dominic Elliott
  • Denis Smith

Abstract

abstract Challenging Turner's (1976, 1978) implicit assumption that cultural readjustment typically follows a crisis, this paper examines the evolution of the regulation of safety management within the UK soccer industry since 1946. Employing a longitudinal case study approach, the industry's response to four crises is examined. This study explores the industry's response to changes in the regulatory framework, through the lens of Gouldner's (1954) patterns of industrial bureaucracy and institutional theory. The persistence of indulgent and mock patterns of behaviour, following a series of disasters, challenges Turner's implicit assumption. Although a move towards a punitive approach to regulatory behaviour effected some changes, there was limited evidence of cultural readjustment due in part to a ‘mindset of invulnerability’ (Wicks, 2001). This included the fixed belief that hooligan behaviour was the primary problem facing the industry. Our findings suggest that more participative forms of regulation encourage more effective learning from crisis because they challenge core organizational and individual assumptions.

Suggested Citation

  • Dominic Elliott & Denis Smith, 2006. "Cultural Readjustment After Crisis: Regulation and Learning from Crisis Within the UK Soccer Industry," Journal of Management Studies, Wiley Blackwell, vol. 43(2), pages 289-317, March.
    • Handle: RePEc:bla:jomstd:v:43:y:2006:i:2:p:289-317
    DOI: 10.1111/j.1467-6486.2006.00591.x
    as

    Download full text from publisher

    File URL: https://doi.org/10.1111/j.1467-6486.2006.00591.x
    Download Restriction: no
    File URL: https://libkey.io/10.1111/j.1467-6486.2006.00591.x?utm_source=ideas
    LibKey link: if access is restricted and if your library uses this service, LibKey will redirect you to where you can use your library subscription to access this item
    ---><---

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Lars Schweizer & Andreas Nienhaus, 2017. "Corporate distress and turnaround: integrating the literature and directing future research," Business Research, Springer;German Academic Association for Business Research, vol. 10(1), pages 3-47, June.
    2. Gordon Müller-Seitz, 2014. "Von Risiko zu Resilienz — Zum Umgang mit Unerwartetem aus Organisationsperspektive," Schmalenbach Journal of Business Research, Springer, vol. 66(68), pages 102-122, January.
    3. Saes, Beatriz Macchione & Muradian, Roldan, 2021. "What misguides environmental risk perceptions in corporations? Explaining the failure of Vale to prevent the two largest mining disasters in Brazil," Resources Policy, Elsevier, vol. 72(C).
    4. Castán Broto, Vanesa & Glendinning, Stephanie & Dewberry, Emma & Walsh, Claire & Powell, Mark, 2014. "What can we learn about transitions for sustainability from infrastructure shocks?," Technological Forecasting and Social Change, Elsevier, vol. 84(C), pages 186-196.
    5. Jose L. Barbero & Alicia Ramos & Catherine Chiang, 2017. "Restructuring in dynamic environments: a dynamic capabilities perspective," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 26(4), pages 593-615.
    6. André Spicer, 2020. "Organizational Culture and COVID‐19," Journal of Management Studies, Wiley Blackwell, vol. 57(8), pages 1737-1740, December.
    7. Jan Brzozowski & Marco Cucculelli, 2016. "Learning from crisis: a systematic literature review," Mo.Fi.R. Working Papers 123, Money and Finance Research group (Mo.Fi.R.) - Univ. Politecnica Marche - Dept. Economic and Social Sciences.
    8. Matt Andrews, 2015. "Being Special: The Rise of Super Clubs in European Football," CID Working Papers 299, Center for International Development at Harvard University.

    More about this item

    Statistics

    Access and download statistics

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:bla:jomstd:v:43:y:2006:i:2:p:289-317. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Wiley Content Delivery (email available below). General contact details of provider: http://www.blackwellpublishing.com/journal.asp?ref=0022-2380 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.