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European Sport Management Congress, Istanbul 11-15 September
Transcript of European Sport Management Congress, Istanbul 11-15 September
9-12 September 2014
Privatization of Saudi sport: Understanding the interplay between strategy and strategizing
Fawaz Alhakami & Vassil Girginov
Brunel University, UK
The privatization of Saudi sport clubs project came to
* Reflect the government desire to diversify sources of income;
* Reduce government spending on sport.
Between 2002-2012 the Saudi government has invested
over £130 million pounds in the privatization of sport clubs.
What is the relationship between strategy and strategizing in the privatization of Saudi Arabian sport clubs?
“from a strategy-as-practice perspective, strategy is conceptualized as a situated, socially accomplished activity, while strategizing comprises those actions, interactions and negotiations of multiple actors and the situated practices that they draw upon in accomplishing that activity”
Case studies selected through a two stage process
* A stratified or restricted sample followed by a random selection
* Personal observations
Semi-structured interviews (Robson, 2002)
* Hierarchical decision-making system
Interview data were analysed using a thematic narrative approach
(Fenton & Langley, 2011)
* Religious, Social, Economic, and Organisational factors.
* Gap between managers at different levels
* Privatization strategies tend to be ambiguous and under-communicated and were lacking transparency, continuity and stability;
* The privatization strategy is not supported by clear regulations or guidance governing investments in Saudi sports clubs;
* Lack of clear programme of activities in local organizations;
* Lack of institutional support.
* The relationship between organizational power and ownership amongst privatization stakeholders remains unclear;
* Personal interpretations of strategy during the implementation process play a key role;
The strategizing mix