Managing stakeholder interests in the reform of the Chinese Football Association

Abstract

In 2015, a major institutional reform occurred in the Chinese football sector, marked by a radical break of the Chinese Football Association (CFA) from the Chinese government (the General Administration of Sport of China, GAS). The independence of the CFA required the re-establishment of a complex pattern of relationships with key stakeholders, including the professional clubs and the network of local football associations. The research explores how the CFA negotiated its new role an as independent agency with its key stakeholders and how the stakeholders responded to the stakeholder management strategies of the CFA. Primary and secondary data were collected, with the former consisting of semi-structured interviews with employees from national and local football associations and commercial clubs and participant observation at the national football association (the CFA) and secondary data including government reports and document. Findings suggest that stakeholder engagement and participation strategies such as informing, consulting and establishing a broad representation in the CFA governance structure have been employed by the CFA. A critical reflection on key stakeholders’ responses indicates that a top-down and/or a dialogue approach can achieve varying levels of effectiveness for both the CFA and its key stakeholders to reach their respective goals.