|Appears in Collections:||Marketing and Retail Journal Articles|
|Peer Review Status:||Refereed|
|Title:||Understanding strategic decision-making through a multi-paradigm perspective: The case of charitable foundations in English football|
|Citation:||Anagnostopoulos C, Byers T & Kolyperas D (2017) Understanding strategic decision-making through a multi-paradigm perspective: The case of charitable foundations in English football. Sport, Business and Management: An International Journal, 7 (1), pp. 2-20. https://doi.org/10.1108/SBM-02-2016-0005|
|Abstract:||Purpose: The purpose of this paper is to illustrate the efficacy of using a multi-paradigm perspective to examine the relationship between CSR and strategic decision-making processes in the context of charitable foundations Design/methodology/approach: This paper integrates and synthesizes the micro-social processes of ‘assessable transcendence' (Anagnostopoulos et al., 2014) with Whittington's (2001) perspectives on strategy. ‘Assessable transcendence' was achieved from the constant comparison of categories developed through an early iterative process in which data collection and analysis occurred during the same period. Thirty-two interviews were conducted among a sample of key managers in the charitable foundations for the first two divisions of English football. Findings: The present study illustrates empirically that strategic decision-making in charitable foundations does not ‘seat' neatly in any one of Whittington's perspectives. On the contrary, this study indicates a great deal of overlap within these perspectives, and suggests that conflicting paradigms should be celebrated rather than viewed as signs of theoretical immaturity. Multi-paradigm approaches can potentially reveal insights into the ‘mechanics' of managerial decision-making that are not easily discernible from a mono-paradigmatic perspective. Research limitations/implications: Practical implications: Social implications: Originality/value: This is the first empirical work that (a) examines CSR in relation to strategy within the context of the English football clubs' charitable foundations, and (b) does so by employing a multi-paradigm perspective on strategy formulation and implementation.|
|Rights:||Publisher policy allows this work to be made available in this repository. Published in Sport, Business and Management: An International Journal, Vol. 7 Issue: 1, pp.2-20 by Emerald. The original publication is available at: https://doi.org/10.1108/SBM-02-2016-0005. This article is deposited under the Creative Commons Attribution Non-commercial International Licence 4.0 (CC BY-NC 4.0). Any reuse is allowed in accordance with the terms outlined by the licence (https://creativecommons.org/licenses/by-nc/4.0/). To reuse the AAM for commercial purposes, permission should be sought by contacting email@example.com.|
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