Institutions of higher commitment: A case study of de-escalation and American football's decisive role in intercollegiate athletics

Abstract

This case study presents a common challenge among many sport organisations facing the decision to maintain, increase, or decrease commitment to failing projects or courses of action. Using escalation of commitment theory as a framework, this case highlights the organisational processes for reversing former commitment decisions, underscoring seldom pursued de-escalation behaviour. This case uses fictional East University to illustrate the circumstances confronting most National Collegiate Athletic Association (NCAA) Division I athletic departments in the United States. Amidst inadequate revenue to cover increasing expenses, university decision makers are often responsible for determining the most suitable commitment to intercollegiate athletics, with a specific focus on costly football programs. Given extensive stakeholder involvement and pressure, commitment decisions are further complicated by the complex economic, social, and political challenges of balancing often competing groups and their interests. In response to a university-wide initiative emphasising successful programs and critically scrutinising underperforming programs, East's athletic director Steve Barnes is charged with determining the most appropriate course of action in de-escalating athletics (notably football) commitment. Consequently, the situation presented provides students with an opportunity to critically evaluate the multifaceted nature of de-escalating commitment to an existing course of action. This case is useful for both undergraduate and graduate courses in strategic management, organisational behaviour, athletic administration, and policy and governance.