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

Emmanuel Ogbonna, Lloyd Harris

    Research output: Contribution to journalArticlepeer-review

    10 Citations (Scopus)
    642 Downloads (Pure)

    Abstract

    In this article, we explore subcultural interaction in the context of attempts by executives to control culture in the unusual organizational 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 organizational 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.
    Original languageEnglish
    Pages (from-to)217-232
    JournalHuman Resource Management Journal
    Volume25
    Issue number2
    Early online date19 Dec 2014
    DOIs
    Publication statusPublished - Apr 2015

    Keywords

    • Managing organizational culture
    • Organizational subculture
    • Culture control
    • Cultural change
    • Subcultural tensions

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