Dynamics of planned organizational change: assessing the use of a theoretical model in intercollegiate athletics

While management in corporate America has focused on how to become architects of positive change, can the same be said for those in intercollegiate athletics? This study uses the Robertson, Roberts, and Porras (1993) theoretical model of the dynamics of planned organizational change. The model provides a framework for determining how NCAA Division 1 and Division II intercollegiate athletic administrators are coping with the preparation and implementation of changes necessary for gender-equity compliance, one of many issues requiring athletic administrators to implement change. Results indicate that all elements of the model are used and 70% of respondents implemented at least one item from each model category. For athletic directors involved in managing change, the model could serve as an informational guide and the results from this study identify areas that would require the greatest preparation and planning.