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Subcultural tensions in managing organisational culture: a study of an E nglish P remier L eague football organisation
Author(s) -
Ogbonna Emmanuel,
Harris Lloyd C.
Publication year - 2015
Publication title -
human resource management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.44
H-Index - 77
eISSN - 1748-8583
pISSN - 0954-5395
DOI - 10.1111/1748-8583.12059
Subject(s) - football , league , context (archaeology) , competition (biology) , public relations , organizational culture , sociology , isolation (microbiology) , identification (biology) , political science , management , economics , law , physics , astronomy , paleontology , ecology , microbiology and biotechnology , botany , biology
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.