A case study: how organizational ethical culture is created, implemented, & sustained in an intercollegiate athletic department.

Abstract

This study investigated the development of an organizational ethical culture within an NCAA Division I intercollegiate athletic department, drawing upon Valentine’s (2014) model of organizational ethics. Using a single case study approach, the research delved into how ethical culture is created and maintained in this unique context, contrasting it with traditional corporate organizations. Findings revealed that the athletic department’s ethical culture prioritizes alignment with the institution's holistic mission over revenue generation or competitive success. A familial environment emerged as a key factor, fostering intrinsic motivation among stakeholders and strengthening their commitment to ethical values. This research contributes a new conceptual model for ethical culture in intercollegiate athletics, highlighting the significance of strategic leadership and ethical values. While the findings are based on a single institution and warrant cautious generalization, they offer fresh insights for practitioners aiming to cultivate ethical cultures in their departments. The study underscores the need for further research in this area, addressing the unique challenges and opportunities within intercollegiate athletics and their implications for organizational ethics literature.