Dr D Plumley, Dr R Wilson, Dr Geoff Dickson
Applications accepted all year round
Self-Funded PhD Students Only
About the Project
The main aim of this study is to examine why certain sport organizations can bounce back more effectively than others. In short, which sport organisations show better organisational resilience and why? This would be achieved through a comparison of multiple sports across the UK and Australia. The PhD would comprise a series of studies linked to organisational resilience of sport organisations and the COVID 19 crisis. The studies would compare a variety of sport organisations within and between the UK and Australia.
Organisational resilience is multi-dimensional and complex (Lee et al. 2013). There are three approaches to defining organizational resilience. First, resilience refers to an organization’s ability to resist and recover from adverse situations. For example, Boin and Eeten (2013, p. 431) refer to resilience as “bouncing back to a state of normalcy”. Second, resilience can refer to focus on the advancement of organizational processes and capabilities. Within this context, Lengnick-Hall, Beck, & Lengnick-Hall (2011, p. 244) refer to organizational resilience as a “firm’s ability to effectively absorb, develop situation-specific responses to, and ultimately engage in transformative activities to capitalize on disruptive surprises that potentially threaten organization survival”. Third, there are definitions that include anticipation. Ortiz-de-Mandojana and Bansal (2016, p. 6) define resilience as “the incremental capacity of an organization to anticipate and adjust to the environment” (p. 6). Organizational resilience reaches beyond risk management, towards a more holistic view of business viability and success.
Organisational resilience accounts for situation awareness (macro and sectoral scanning), management of keystone vulnerabilities (losses that effect the entire organisation) and adaptive capacity (adaptability to a dynamic environment) in a complex, dynamic and interconnected environment (McManus et al. 2008). If sport organisations are to enhance their resilience, identifying foundations will be an important step to minimising exposure to future risk (Sheffi, 2005).
Before the pandemic, sporting organisations were somewhat blasé about organisational resilience. Despite the growth of the sport industry, many sporting organisations operated with limited financial reserves. The revenue streams of most sport organisations were cut during the COVID-19 crisis, creating financial crises unprecedented in both magnitude and prevalence. The focus of the proposed research is to examine the characteristics of the organisations that been most resilient to the COVID-19 crisis and what characterises those organisations that have recovered better. In essence, why do some sport organisations more resilient than others? The PhD will approach this question by comparing sport organisations in both the UK and Australia. The study will develop a conceptual framework that incorporates principles such as financial performance, risk and corporate governance.
Organisational resilience is of critical importance to sport organisations given the fact that their business performance, in part, is often at the mercy of other people and largely outside of their control. For example, a large proportion of sport organisations revenue comes from ticket sales. Moreover, many organisations in both the UK and Australia rely on central funding from the National Sport Organisations and/or governing bodies. In times of crisis, many of these revenue streams and funding models are disrupted or suspended. Consequently, a study that explores organisational resilience in sport organisations that operate under different governance and financial distribution models would articulate a strong contribution to the wider sport management literature.
Eligibility
To apply for a self-funded PhD, you will need to meet our entry requirements and provide:
1. fully completed Sheffield Hallam University application form
2. research proposal (4-6 sides of A4 in length).
3. transcript of marks from your highest qualification (we require a dissertation mark of 60+).
4. copy of your award certificates
5. two references, one ideally from an academic source. References must be supplied as recent letters on headed notepaper or on the reference section on the University’s application form.
6. Where English is not your first language, we require evidence of your English language ability to the following minimum level of proficiency. An IELTS score of 7.0 overall (with all component marks of 6.5 or higher), a TOEFL test with an overall score of 100 internet based (minimum component score of 23 in listening and reading, 26 in writing and 22 in speaking) or SHU TESOL English Language qualification (final overall grade of A with all components graded at B or higher) or a recognised equivalent testing system. Your test score must be within the last two years.
Information on entry requirements, tuition fees and other costs can be found here https://www.shu.ac.uk/courses/business-and-management/phd-sheffield-business-school-management-finance-service-sector/full-time
How to apply
Please submit your application to [Email Address Removed]
Do not submit a CV
Funding Notes
There is no funding attached to this project. The applicant will need to fund their own tuition fees, research costs and living expenses. Please only submit an application when you have funding in place.