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0. Lourdes Turconi 3694335 Final 021120 Diversity and Inclusion in Sport Organizations. A Subversive Functionalist Approach Thesis submitted in fulfilment of the requirements for the Degree of Doctor of Philosophy at School of Physical Education, Sport and Exercise Sciences, University of Otago, Dunedin, New Zealand by Lourdes Turconi June 2020 Abstract The concepts of diversity and inclusion (D&I) as managerial values have become an integral part of most institutional policies, and sport organizations are no exception. Yet, notwithstanding their common usage in public and organizational discourse, there is no consensus on what D&I actually mean, nor about what their main dimensions are and how to manage them. The aim of my thesis is thus to better understand why sport organizations engage in D&I initiatives, how this commitment is translated into practice, what challenges they encounter, and what organizational practices may facilitate moving forward. In doing this, I propose a subversive functionalist approach informed by mainstream and critical management studies in order to produce theoretical and practical insights towards progressive change. In particular, I explore the potential of this construct in a case study of New Zealand Rugby and its public commitment towards greater D&I. Data were collected from 18 one-on-one interviews with executives and managers, analysis of relevant documents, and fieldnotes. Findings reveal that the way in which D&I efforts are rationalized is highly context specific and varies across, and within, organizations. The study also illustrates that creating and sustaining change, particularly related to D&I, is a complex, dynamic, and often “messy” undertaking. Nevertheless, findings suggest that mainstream organizational change models can effectively assist, in tandem with critical management studies, in advancing social change. Thus, this research encourages more sport management scholars to consider conducting their work from a subversive functionalist perspective, as it can provide a way forward to how the field seeKs to transform sport management as it is practised, studied, and taught. Keywords: Diversity, inclusion, sport organizations, organizational change, resistance, critical management, New Zealand Rugby ii Acknowledgements My thanKs must first go the representatives from New Zealand Rugby who participated in this research; their passion and commitment are contagious and have certainly challenged my own views of rugby in New Zealand. Also, thanKs to Dr Farah Palmer, Jacki Barron, and Robyn Cockburn for their time and advice. My supervisors, Associate Professor Sally Shaw and Dr Mark Falcous, provided me with insightful, challenging, and forbearing guidance throughout the research process; thank you both. Finally, thanks to my family and friends for their relentless moral support without ever asKing those dreaded three questions: what my thesis was about, when I would finish it, and what I would do next... iii Table of Contents Abstract .......................................................................................................................................................... ii Acknowledgements ........................................................................................................................................ iii Table of Contents ........................................................................................................................................... iv List of Tables ................................................................................................................................................. vii List of Figures ............................................................................................................................................... viii Chapter 1 Introduction .................................................................................................................................... 1 Purpose of the Research .................................................................................................................................... 1 Structure of the Thesis ....................................................................................................................................... 6 Chapter 2 Theoretical Framework ................................................................................................................... 8 Critical Management Studies ............................................................................................................................. 8 From Critical Performativity to Subversive Functionalism ............................................................................... 12 A Subversive Functionalist Approach to Diversity ............................................................................................ 16 From Diversity Management to Managing for Diversity ............................................................................. 17 Narratives of Change ................................................................................................................................... 19 Narratives of Resistance .............................................................................................................................. 25 Summing Up ................................................................................................................................................. 30 Chapter 3 Methodology ................................................................................................................................ 32 Entry ................................................................................................................................................................. 33 Starting Line ................................................................................................................................................. 34 Study Formulation ........................................................................................................................................ 36 Gatekeeping ................................................................................................................................................. 37 Data Collection ................................................................................................................................................. 42 Interviews ..................................................................................................................................................... 44 Unstructured Observation ............................................................................................................................ 49 Document Analysis ....................................................................................................................................... 50 Data Analysis .................................................................................................................................................... 51 Feedback ...................................................................................................................................................... 52 Research Quality .............................................................................................................................................. 54 Chapter 4 Context ......................................................................................................................................... 57 The Making of Modern Sport ........................................................................................................................... 57 iv Colonial New Zealand .................................................................................................................................. 59 Introduction to New Zealand’s Sport Governance Landscape ......................................................................... 61 Sport New Zealand ....................................................................................................................................... 65 Brief History of Rugby in New Zealand ............................................................................................................. 67 Chapter 5 Deinstitutionalization .................................................................................................................... 74 New Zealand Rugby .......................................................................................................................................... 74 Pressures for Change ........................................................................................................................................ 80 Social Pressures ............................................................................................................................................ 81 Political Pressures ........................................................................................................................................ 85 Functional Pressures .................................................................................................................................... 87 Making a Case .................................................................................................................................................. 90 Chapter 6 Issue Identification Stage .............................................................................................................. 95 Diagnosing
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