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Organizational Culture and the Leisure Policy Process in Britain: How Structure Affects Strategy in Sport–Tourism Policy Development

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Previous work identifies organizational structure as a key factor that might influence sport-tourism partnerships in Britain. This article examines the structures of the national and regional agencies for both sport and tourism in England (the Sports Council, now Sport England, and its regional offices, the English Tourist Board, now the English Tourism Council, and the Regional Tourist Boards). In addition, local authority structures are examined. These structures are analyzed utilizing the work of Mintzberg, prior to drawing on empirical evidence from in-depth, informed source interviews with officers of these organizations during the period 1994–1997, in order to examine the operation of such structures in practice. The article shows that the differing structures of these organizations may act as a significant bar to sport–tourism partnerships. In conclusion, the article discusses the potential for key staff and governmental initiatives to overcome such barriers.
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Keywords: Key words: Organizational structure; Policy; Sport

Document Type: Research Article

Affiliations: Department of Physical Education, Sports Science & Recreation Management, Loughborough University, UK

Publication date: 01 March 2001

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  • Tourism, Culture & Communication is international in its scope and will place no restrictions upon the range of cultural identities covered, other than the need to relate to tourism and hospitality. The Journal seeks to provide interdisciplinary perspectives in areas of interest that may branch away from traditionally recognized national and indigenous cultures, for example, cultural attitudes toward the management of tourists with disabilities, gender aspects of tourism, sport tourism, or age-specific tourism.
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