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League Expansion and Interorganisational Power

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  • Dickson, Geoff
  • Arnold, Trevor
  • Chalip, Laurence

Abstract

This study uses a case study of the Victorian Football League's expansion into Brisbane to examine the interorganisational power between an independent federated network and those organisations seeking to join the federation. Data were obtained through interviews with participants in the expansion process, examination of newspaper and other print media articles, and the analysis of corporate documentation. Organisations within the federation are shown to have a power advantage over the potential affiliates. The extent of this advantage is directly proportional to the importance of the potential affiliate's goals, is mediated by resources controlled by the federation, and is inversely proportional to the availability of other federations to supply the potential affiliate with the same resources. The VFL's exercise of its power is reflected in (a) a licence fee significantly higher than originally anticipated by the new affiliate, (b) an upfront cash payment of the licence fee, (c) player recruitment guidelines that did not facilitate recruitment of established VFL players, and (d) an insufficient period of time between award of the licence and the new team's entry into VFL competition.

Suggested Citation

  • Dickson, Geoff & Arnold, Trevor & Chalip, Laurence, 2005. "League Expansion and Interorganisational Power," Sport Management Review, Elsevier, vol. 8(2), pages 145-165, September.
  • Handle: RePEc:eee:spomar:v:8:y:2005:i:2:p:145-165
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    1. repec:eee:spomar:v:20:y:2017:i:5:p:522-534 is not listed on IDEAS
    2. repec:eee:spomar:v:20:y:2017:i:4:p:379-394 is not listed on IDEAS
    3. Ferkins, Lesley & Shilbury, David, 2010. "Developing board strategic capability in sport organisations: The national-regional governing relationship," Sport Management Review, Elsevier, vol. 13(3), pages 235-254, August.
    4. Wäsche, Hagen, 2015. "Interorganizational cooperation in sport tourism: A social network analysis," Sport Management Review, Elsevier, pages 542-554.
    5. Heffernan, Jackie & O'Brien, Danny, 2010. "Stakeholder influence strategies in bidding for a professional sport franchise license," Sport Management Review, Elsevier, vol. 13(3), pages 255-268, August.
    6. Meiklejohn, Trevor & Dickson, Geoff & Ferkins, Lesley, 2016. "The formation of interorganisational cliques in New Zealand rugby," Sport Management Review, Elsevier, pages 266-278.
    7. Shilbury, David & O’Boyle, Ian & Ferkins, Lesley, 2016. "Towards a research agenda in collaborative sport governance," Sport Management Review, Elsevier, pages 479-491.
    8. Jakee, Keith & Kenneally, Martin & Mitchell, Hamish, 2010. "Asymmetries in scheduling slots and game-day revenues: An example from the Australian Football League," Sport Management Review, Elsevier, vol. 13(1), pages 50-64, February.
    9. Werner, Kim & Dickson, Geoff & Hyde, Kenneth F., 2015. "The impact of a mega-event on inter-organisational relationships and tie strength: Perceptions from the 2011 Rugby World Cup," Sport Management Review, Elsevier, pages 421-435.
    10. Phillips, Pamm & Turner, Paul, 2014. "Water management in sport," Sport Management Review, Elsevier, pages 376-389.

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