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In this paper we analyse cultural processes through an alternative and combined theoretical and methodological framework. We use the distinctive theoretical lens of organizational habitus to explore the negotiation of culture within a sports charity. Our contribution here is to provide analysis borne both out of theoretical novelty and by adopting a practical application of this in context. Ethnographic data collection drew upon several tools which upon a retrospective analysis took place. Findings suggest that the cultural and expressive elements prioritized by the collective of individuals enhance practices which are deemed important, while resisting practices that are deemed to be incompatible with a perceived worldview concerning the operations of the charity. This novel lens, considered from our emic perspective has the potential to enhance our understanding of organizational culture, leading to practical, context-appropriate findings that reveal how sometimes innocuous aspects of organizational life can influence collective action.

An empirical use of organizational habitus and ethnography to explore how sport cultures are negotiated