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dc.contributor.authorSkinner, Jamesen_US
dc.contributor.authorStewart, Boben_US
dc.contributor.authorEdwards, Allanen_US
dc.contributor.editorTrevor Slack, University of Alberta, Canadaen_US
dc.date.accessioned2017-04-24T11:24:27Z
dc.date.available2017-04-24T11:24:27Z
dc.date.issued2004en_US
dc.date.modified2009-10-16T05:19:20Z
dc.identifier.issn16184742en_US
dc.identifier.doi10.1080/16184740408737470en_AU
dc.identifier.urihttp://hdl.handle.net/10072/5125
dc.description.abstractThis paper uses Derrida's postmodern theories of deconstruction and 'differance' to analyse organizational change in Queensland Rugby Union (QRU) during the 1990s. Specifically, it examines the ways in which internal policy and planning documents produced by QRU were formulated, and subsequently interpreted by the many volunteer officials at the local and community level. Derrida's constructs provided a framework within which to explain the potential for policy and planning documents to produce fragmented organizational outcomes. This approach to the interpretation of texts proved a valuable tool for exploring the paradoxes, biases, and contradictions in social and organizational behaviour. Data were collected through semistructured interviews with 17 individuals at differing functional levels within the QRU hierarchy. The interview data were supplemented by content analysis of policy and planning documents developed by the QRU. The results showed that policy and planning documents were not only interpreted differently at the different functional levels of the QRU, but when used to guide change, often met resistance that was not anticipated. The ambiguity of these documents therefore complicated the organizational change process because organizational sub-units frequently gave meanings to the text that were not intended by senior management.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherMeyer and Meyer Sporten_US
dc.publisher.placeAachen, Germanyen_US
dc.publisher.urihttp://www.tandf.co.uk/journals/titles/16184742.aspen_AU
dc.relation.ispartofpagefrom77en_US
dc.relation.ispartofpageto91en_US
dc.relation.ispartofedition2004en_US
dc.relation.ispartofissue2en_US
dc.relation.ispartofjournalEuropean Sport Management Quarterlyen_US
dc.relation.ispartofvolume4en_US
dc.subject.fieldofresearchcode359999en_US
dc.titleInterpreting Policy Language and Managing Organisational Change: The Case of the Queensland Rugby Unionen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Business School, Department of Tourism, Sport and Hotel Managementen_US
gro.date.issued2004
gro.hasfulltextNo Full Text


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