Creating and Sustaining Gender Diversity in Sport Organizations

Past diversity frameworks have focused on the desired end state of diversity management strategies (i.e., cultures that value diversity and capitalize on the benefits that differences can bring to the organization) but have largely failed to highlight the methods of creating such change. A model is...

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Bibliographic Details
Published in:	Sex roles 2008, Vol.58 (1-2), p.136-145
Main Author:	Cunningham, George B.
Format:	Article
Language:	eng
Subjects:	Behavioral Science and Psychology Environmental Influences Females Gender Discrimination Gender equity Gender Studies Group Membership Human Capital Labor Force Management Medicine/Public Health Organizational behavior Organizational Change Organizational Culture Original Article Pluralism Psychology Sex Social Capital Sociology Sports Success
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Summary:	Past diversity frameworks have focused on the desired end state of diversity management strategies (i.e., cultures that value diversity and capitalize on the benefits that differences can bring to the organization) but have largely failed to highlight the methods of creating such change. A model is proposed that addresses this gap in the literature. Specifically, I argue that political, functional, and social pressures will call into question the legitimacy of the institutionalized nature of gender inequality in sport organizations. These pressures are then thought to result in employee commitment to and behavioral support for gender diversity initiatives. The relationship between the pressures for deinstitutionalization and commitment to gender diversity are thought to be moderated by four factors: the presence of change teams, education, top management support, and systemic integration. Contributions and future directions are discussed.
ISSN:	0360-0025 1573-2762