Managing women’s participation in golf: a case study of organizational change

Abstract

The purpose of this study is to develop an understanding of the success factors and challenges associated with implementing a change initiative aimed at increasing women’s continued participation in golf. Drawing on an integrative model of organizational change as a framework, this study employed a case study approach using qualitative methods to examine one golf course’s change to existing women’s golf leagues. Data were collected through focus groups with club staff and participants in the golf league. Findings describe a process of innovation in response to political and functional pressures, a systematic effort to plan and sell a new vision, and the reasons behind the successful adoption by the members. This study has relevance for sport organizations tasked with increasing women’s participation. Caution, however, should be exercised in extrapolating the findings to all sport organizations as this is a single case study.