Title: Assessing organisational culture using the competing values framework within American Triple-A baseball
Authors: Yun Seok Choi, David K. Scott
Addresses: College of Education Kinesiology, Wayne State University, 266 Matthaei Building, Detroit, MI 48202, USA. ' Department of Physical Performance and Development, Johnson Center, University of New Mexico, Albuquerque, NM 87131-1251, USA
Abstract: This study identifies the descriptive cultural profiles of select American Triple-A Baseball (TAB) organisations by size, geographic location, wining percentage and average of annual attendance using the Competing Values Framework (CVF). In this study, an investigation of cultural types (clan, adhocracy, market and hierarchical) suggests that the organisations within TAB place more emphasis on the market culture, which has internal focus, centralised structure and goal achievement and the clan culture in terms of cohesion and trust. There was the pattern that the group of large organisations with high winning percentage and high attendance level obtained a higher score of cultural strength than the other groups. When comparing organisational culture by organisational characteristics using split-plot factorial design, a significant difference existed in the cultural strength of four cultural types on three variables: size, winning percentage and attendance level. Among these three variables, there was only one interaction found between winning percentage and organisational culture.
Keywords: organisational culture; competing values framework; CVF; cultural types; cultural strength; clan culture; adhocracy; market culture; hierarchical culture; Triple-A baseball; USA; United States; organisational size; winning percentage; attendance level.
International Journal of Sport Management and Marketing, 2008 Vol.4 No.1, pp.33 - 48
Available online: 26 Mar 2008 *Full-text access for editors Access for subscribers Purchase this article Comment on this article