Subcultural tensions in managing organisational culture: a study of an English Premier League football organisation

Ogbonna, Emmanuel ORCID: https://orcid.org/0000-0002-9742-1535 and Harris, Lloyd C. 2015. Subcultural tensions in managing organisational culture: a study of an English Premier League football organisation. Human Resource Management Journal 25 (2) , pp. 217-232. 10.1111/1748-8583.12059

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Abstract

In this article, we explore subcultural interaction in the context of attempts by executives to control culture in the unusual organisational setting of football. We present evidence of five tension points in subcultural relations (togetherness or isolation, internal labour market, multiple identification and allegiances, individual and organisational requirements, and competition and cooperation). We examine how these tensions were induced and or exacerbated by the culture management efforts, as well as the ways in which the dynamics of change impacted on the objectives of executives. The article concludes with a discussion of the implications of the findings for theory and practice.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	G Geography. Anthropology. Recreation > GV Recreation Leisure H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Uncontrolled Keywords:	managing organisational culture; organisational subculture; culture control; cultural change; subcultural tensions
Publisher:	Wiley
ISSN:	0954-5395
Last Modified:	27 Oct 2022 10:10
URI:	https://orca.cardiff.ac.uk/id/eprint/69163

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