Sports Organizations, Professionalization and Organizational Conflict: A Review of the Literature

John Schulz

Chapter 7 in Sport as a Business, 2011, pp 137-152 from Palgrave Macmillan

Abstract: Abstract One of the most common issues facing managers these days is the management of conflict. Managers can spend up to 25 percent of their time dealing with conflict (Burke and Collins, 2000) and whether it is conflict between people, conflict between processes or conflict between people and processes, conflict if ignored can seriously affect an organization’s performance. The sporting world and in particular sports organizations are not immune to conflict. Altercations involving high profile players and coaches are commonplace and while less newsworthy, conflict and power plays in local and community sports clubs are common. Sport is a highly emotive area, involving strong-willed, focused individuals with a passion for sport who are usually unwilling to compromise or tolerate alternate perspectives and therefore an inherently conflict-filled environment. The focus of this chapter is to provide an overview of the research examining conflict in sports organizations. The first section provides some background discussion on the changes currently occurring in sports organizations and how these changes have created an environment for conflict. The second section reviews the theoretical and empirical research on conflict in sports organizations.

Keywords: Organizational Commitment; Sport Club; Role Ambiguity; Sport Organization; Role Stress (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-30663-9_8

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DOI: 10.1057/9780230306639_8

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