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The Antecedents and Consequences of Intercollegiate Athletic Association Change of Colleges and Universities in Canada and the United States Open Access


Other title
Intercollegiate athletics
organizational tracks
organizational change
Type of item
Degree grantor
University of Alberta
Author or creator
Smith, James D
Supervisor and department
Marvin Washington (School of Business)
Examining committee member and department
Richard Wolfe (School of Business, University of Victoria)
Russell Cobb (Faculty of Arts)
Dan Syrotuik (Faculty of Physical Education and Recreation)
Brad Humphreys (Department of Economics)
Tom Hinch (Faculty of Physical Education and Recreation - Chair of Defense)
Physical Education and Recreation

Date accepted
Graduation date
Doctor of Philosophy
Degree level
The purpose of this dissertation is to identify and understand the consequences of organizational change. This change features the athletic departments of colleges and universities within the National Association of Intercollegiate Athletics (NAIA), and the National Collegiate Athletic Association (NCAA) of the United States intercollegiate athletic system, in addition, to the Canadian Colleges Athletic Association (CCAA) and Canadian Interuniversity Sport (CIS). Antecedents and consequences of intercollegiate athletic organizations were achieved by collecting qualitative data from colleges and universities within Canada and the United States that moved from one intercollegiate athletic association to another (i.e., NAIA to NCAA). Organizational change theory, with respect to archetypes and organizational tracks (Hinings & Greenwood, 1988) directed the research questions, data collection, and data analysis. Data collection was shown in two ways, primarily through a qualitative process including interviews with key college and university sources. Secondarily, data was collected quantitatively using archival data to support the responses from interviews (Yin, 1994). The results of this dissertation uncovered benefits and future challenges facing universities and athletic departments undergoing organizational change to Canadian Interuniversity Sport and the National Collegiate Athletic Association. It was observed that the transitioning athletic associations was an overlooked process by athletic departments in the form of necessary resources (i.e., staffing and funding) and cultural considerations (i.e., values and beliefs of university). Results also showed reasons for leaving the NAIA were not to move toward the potential benefits of the NCAA, but to move away from the deteriorating NAIA. Contributions of this study add to the archetype and organizational track literature by introducing a β€˜new’ track to the existing organizational change model discussed in this dissertation.
Permission is hereby granted to the University of Alberta Libraries to reproduce single copies of this thesis and to lend or sell such copies for private, scholarly or scientific research purposes only. Where the thesis is converted to, or otherwise made available in digital form, the University of Alberta will advise potential users of the thesis of these terms. The author reserves all other publication and other rights in association with the copyright in the thesis and, except as herein before provided, neither the thesis nor any substantial portion thereof may be printed or otherwise reproduced in any material form whatsoever without the author's prior written permission.
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