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Mapping Cultural Dimensions in Australian Sporting Organisations


  • Smith, Aaron C.T.
  • Shilbury, David


No research focusing on sport has yet provided a method of charting culture's potential dimensions. The aim of this study was to redress this gap by identifying a set of dimensions that could describe the cultures of Australian sporting organisations. The population for this study included Australian National Sport Organisations (NSOs), State Sport Organisations (SSOs) and clubs participating in national league competitions. Eight sport organisations formed the sample. Data were collected via 24 in-depth interviews. This study revealed 12 dimensions and 68 sub-dimensions of culture, which may be used to begin the process of mapping sport cultures. These results reveal some unique sport dimensions with no single existing dimensional model that captures the collective elements revealed in this study. The unique dimensions revealed in this study include "Rituals", "Symbols", "Size", "History and tradition", with support for these dimensions found within the sub-dimensional codes. This suggests that the dimensions recorded here might provide a useful launching pad for future studies on sport culture.

Suggested Citation

  • Smith, Aaron C.T. & Shilbury, David, 2004. "Mapping Cultural Dimensions in Australian Sporting Organisations," Sport Management Review, Elsevier, vol. 7(2), pages 133-165, November.
  • Handle: RePEc:eee:spomar:v:7:y:2004:i:2:p:133-165

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    References listed on IDEAS

    1. Robert E. Quinn & John Rohrbaugh, 1983. "A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis," Management Science, INFORMS, vol. 29(3), pages 363-377, March.
    2. Emmanuel Ogbonna, 2002. "Organizational Culture: A ten Year, Two-phase Study of Change in the UK Food Retailing Sector," Journal of Management Studies, Wiley Blackwell, vol. 39(5), pages 673-706, July.
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    Cited by:

    1. MacIntosh, Eric W. & Doherty, Alison, 2010. "The influence of organizational culture on job satisfaction and intention to leave," Sport Management Review, Elsevier, vol. 13(2), pages 106-117, May.
    2. Kellett, Pamm & Hede, Anne-Marie, 2008. "Developing a Sport Museum: The Case of Tennis Australia and the Tennis Heritage Collection," Sport Management Review, Elsevier, vol. 11(1), pages 93-120, May.
    3. MacIntosh, Eric & Doherty, Alison, 2007. "Extending the Scope of Organisational Culture: The External Perception of an Internal Phenomenon," Sport Management Review, Elsevier, vol. 10(1), pages 45-64, May.
    4. Todd, Samuel Y. & Andrew, Damon P.S. & Sowieta, Sara E., 2009. "A Personnel Management Case Study in a Canadian National Sport Organisation," Sport Management Review, Elsevier, vol. 12(1), pages 49-56, February.
    5. Maitland, A. & Hills, L.A. & Rhind, D.J., 2015. "Organisational culture in sport – A systematic review," Sport Management Review, Elsevier, vol. 18(4), pages 501-516.
    6. Smith, Aaron C.T. & Stewart, Bob & Oliver-Bennetts, Sunny & McDonald, Sharyn & Ingerson, Lynley & Anderson, Alastair & Dickson, Geoff & Emery, Paul & Graetz, Fiona, 2010. "Contextual influences and athlete attitudes to drugs in sport," Sport Management Review, Elsevier, vol. 13(3), pages 181-197, August.

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