A ‘conditioned emergence’ approach to managing systemic change in sport: insights from Golf Australia

Figures & data

Table 1. Theories of organisational change in sport.

Theory	Premise	Perspective on Organisational Change
Conditioned Emergence (Complexity Theory)	Organisations are complex adaptive systems with dynamic, nonlinear interactions among network actors.	Unpredictability is a feature of organisational change. Some measure of control over change is attainable through deep structure management using a quasi-emergent approach. Emphasises managing internal dynamics of organisational change.
Organisation Theory	An umbrella meta-theory for understanding organisational structure, processes, and design.	Change is an essential part of organisational life. A wide range of internal and external focused perspectives can elucidate change processes.
Institutional Theory	Organisations conform to societal norms and institutional pressures.	Change is driven by the need to maintain legitimacy and align with institutional expectations. The external environment is the key driver of organisational change.
Contextualist Approach	Change is influenced by the historical and situational context	Context (both internal and external) is crucial in shaping the nature, speed, and direction of organisational change processes.
Resource-dependency Theory	Organisations must access external resources to survive and thrive	Leaders must focus on external strategic resource management and alliance-building in efforts to execute successful organisational change.
Stakeholder Theory	Organisations must satisfy external stakeholders to survive	External stakeholders play a key role in driving change and play a central role in determining the success of a change.

Table 2. Characteristics and proposed benefits of the change.

Factors	Pre-change (Federated)	Post-change (Unitary)
Power Structure	Decentralised power with state associations having direct authority over golf operations in their areas.	Centralised power structure where the national body holds management authority.
Rules & Regulations	Each state association had its own set of rules and governance structures.	Unified rules and governance structures implemented by the national body.
Decision-making	Slower due to the need for consensus among state associations.	Faster due to centralised authority.
Financial Efficiency	Higher operational costs due to duplication of resources across states.	Reduced operational costs due to streamlined processes.
Strategic Alignment	Diverse strategies and plans between the state bodies.	Aligned strategies under the national body.
Compliance and Risk Management	Varied compliance standards and risk management practices.	Standardised compliance and risk management protocols.