Browsing by Subject "organizational culture"

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    Accelerating Systems Change for NCAA Women Sport Coaches: A Multi-Study Perspective
    (2022-08) Boucher, Courtney
    The underrepresentation of women head coaches of women’s teams at the National Collegiate Athletic Association (NCAA) Division I level is well-documented, as are the barriers that impact that underrepresentation. Multiple sources of data report the percent of women coaching women’s teams has remained stagnant at approximately 40- 43% for more than a decade (Acosta & Carpenter, 2014; Silva-Breen et al., 2022; Wilson, 2022). One contributing factor of underrepresentation is the gendered culture of sport. While not the only problem women coaches face, it is a salient one. To change organizational culture of sport this line of inquiry addressed three specific barriers. First, the pervasive and systematic reproduction of the power of athletics directors (ADs) in and through the hiring process. Second, widespread deleterious blame narratives that hinder the entry into and career trajectory of women coaches. Third, unsupportive organizational policies and practices that disproportionately disadvantage women coaches were examined.This series of three interrelated studies was developed to specifically address each of these barriers that contribute to the underrepresentation of women sport coaches. Study I tested the statistical significance, and existence or absence of homologous reproduction at the NCAA Division-I level through quantitative analysis. Based on the data, gendered hiring patterns emerged. Results indicated that homologous reproduction was present in ADs’ hiring of head coaches of women’s teams. The second study used Heffernan’s (2018) grounded theory of gender allyship in sport to understand ADs who disrupt the gendered hiring process by hiring a majority of women over nine years. Nine eligible ADs (n = 56, 16.1%) were interviewed to ascertain their awareness, capacity and action for allyship and how and why they hired a majority of women head coaches for their women's teams. Findings indicated the existence of both gender allyship and capacity in ADs at the NCAA Division I level. Finally, Study III employed a critical feminist and multi-level perspective to examine the factors that influence intercollegiate women coaches to leave their current coaching position, apply for a new position, and accept or decline a job offer. Qualitative data were collected from women who coach 20 different sports within NCAA Division I, II, and III (n = 118). Analysis of the data revealed factors at the macro-level (i.e., location, program notoriety, aligning mission), meso-level (i.e., administrative support, work environment, salary, availability of resources, growth opportunities), and micro-level (i.e., burnout, emotional well-being) together impact occupational and employment decision making. Results were discussed regarding women's occupational attributions and thought processes which then provided strategies to better support, recruit and retain women in coaching. As a result of this series of studies, common ‘blame the women’ narratives often cited by athletics directors for the underrepresentation of women in coaching (Kane & LaVoi, 2018) were refuted. A call for more women in AD positions along with more (male) gender allies was made. Many ally strategies were provided. Theoretical, empirical, and practical implications were suggested. Limitations and future research were forwarded.
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    Heterogeneity & Hierarchy: Collaborative, Cross-Departmental Work and The Dissemination of Power in American Art Museums
    (2023) Gonda, Taylor
    This study examines the hierarchical impact of cross-departmental, collaborative public-facing work in art museums, and whether or not collaborative work that takes place across power levels in the art museum organization leads to more successful projects. This paper finds that cross-departmental and collaborative work in art museums challenges the hierarchical norms in the art museum space. Museum employees surveyed generally felt that greater integration of departments led to more successful programmatic outcomes, but the hierarchical nature of the art museum workplace and the supremacy of the scholarly curatorial voice in the leadership of that space hampers the execution of that integration, and hinders the field’s ability to create truly inclusive, relevant museum programming. An argument is made for deep, systemic change in the art museum organizational structure and culture, and for art museums to use the many resources and tools already available to expand the definition of expertise in the art museum, and to open decision-making rooms to voices outside of executive leadership derived from the curatorial field.