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League Expansion and Interorganisational Power

Author

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  • Dickson, Geoff
  • Arnold, Trevor
  • Chalip, Laurence
Abstract
This study uses a case study of the Victorian Football League's expansion into Brisbane to examine the interorganisational power between an independent federated network and those organisations seeking to join the federation. Data were obtained through interviews with participants in the expansion process, examination of newspaper and other print media articles, and the analysis of corporate documentation. Organisations within the federation are shown to have a power advantage over the potential affiliates. The extent of this advantage is directly proportional to the importance of the potential affiliate's goals, is mediated by resources controlled by the federation, and is inversely proportional to the availability of other federations to supply the potential affiliate with the same resources. The VFL's exercise of its power is reflected in (a) a licence fee significantly higher than originally anticipated by the new affiliate, (b) an upfront cash payment of the licence fee, (c) player recruitment guidelines that did not facilitate recruitment of established VFL players, and (d) an insufficient period of time between award of the licence and the new team's entry into VFL competition.

Suggested Citation

  • Dickson, Geoff & Arnold, Trevor & Chalip, Laurence, 2005. "League Expansion and Interorganisational Power," Sport Management Review, Elsevier, vol. 8(2), pages 145-165, September.
    • Handle: RePEc:eee:spomar:v:8:y:2005:i:2:p:145-165
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    References listed on IDEAS

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    2. Zheng, Jinming & Lau, Patrick Wing Chung & Chen, Shushu & Dickson, Geoff & De Bosscher, Veerle & Peng, Qi, 2019. "Interorganisational conflict between national and provincial sport organisations within China’s elite sport system: Perspectives from national organisations," Sport Management Review, Elsevier, vol. 22(5), pages 667-681.
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    5. Werner, Kim & Dickson, Geoff & Hyde, Kenneth F., 2015. "The impact of a mega-event on inter-organisational relationships and tie strength: Perceptions from the 2011 Rugby World Cup," Sport Management Review, Elsevier, vol. 18(3), pages 421-435.
    6. Gerke, Anna & Babiak, Kathy & Dickson, Geoff & Desbordes, Michel, 2018. "Developmental processes and motivations for linkages in cross-sectoral sport clusters," Sport Management Review, Elsevier, vol. 21(2), pages 133-146.
    7. Jakee, Keith & Kenneally, Martin & Dineen, Declan, 2022. "Scheduling slots and league objectives: An empirical analysis of Australia’s AFL," The Quarterly Review of Economics and Finance, Elsevier, vol. 84(C), pages 359-371.
    8. Seifried, Chad & Katz, Matthew & Tutka, Patrick, 2017. "A conceptual model on the process of innovation diffusion through a historical review of the United States Armed Forces and their bowl games," Sport Management Review, Elsevier, vol. 20(4), pages 379-394.
    9. Ferkins, Lesley & Shilbury, David, 2010. "Developing board strategic capability in sport organisations: The national-regional governing relationship," Sport Management Review, Elsevier, vol. 13(3), pages 235-254, August.
    10. Wäsche, Hagen, 2015. "Interorganizational cooperation in sport tourism: A social network analysis," Sport Management Review, Elsevier, vol. 18(4), pages 542-554.
    11. Jakee, Keith & Kenneally, Martin & Mitchell, Hamish, 2010. "Asymmetries in scheduling slots and game-day revenues: An example from the Australian Football League," Sport Management Review, Elsevier, vol. 13(1), pages 50-64, February.
    12. Meiklejohn, Trevor & Dickson, Geoff & Ferkins, Lesley, 2016. "The formation of interorganisational cliques in New Zealand rugby," Sport Management Review, Elsevier, vol. 19(3), pages 266-278.
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