Abstract
ABSTRACT Research question Using insights from success paradoxes and hybrid institutional logics, we analyse the institutional work undertaken to construct a novel governance structure in a supporter owned professional football club. Research methods A single exploratory case study design was adopted, focusing on the transition from existential crisis to supporter ownership. A mixed method strategy involved collecting participative observation, primary interview and secondary documentary data. Results and findings We observed a shared understanding of the overlapping priorities for the Club and (supporter) Foundation that formed the basis for collaboration. Ambiguity as to what constituted success, and awareness of latent paradoxes contributed to the institutional work necessary to develop a resilient governance structure. A distinctive aspect arose from harnessing the productive friction between the corporate and professional logics of the Club, and the community and family logics of the Foundation. Implications Institutional work undertaken in creating a new governance structure shows the potential within clubs for cooperation between different actors, demonstrating the mediating influence arising from mutual dependency between actors. When there is a high level of co-dependencies between the club and stakeholders, and contestation over what constitutes success, tensions between logics can be leveraged to benefit the hybrid organisation. While any governance solution needs to reflect a club’s specific context, the adopted governance structure should integrate resilience, mutual dependencies, business acumen, inclusion, emotion, engagement and accountability.
Published Version
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