(c) to compare three different populations of coaches, based on their NCAA division membership, regarding the structural relationships among intercollegiate athletics goals, processes, and patterns of bureaucracy.
A comparison among the three NCAA divisions was used to explore Meyer and Rowan‘s (1977) perception that loose coupling between institutional form and actual activities would be very widespread in highly institutionalized settings.
Conceptual Framework and Research Hypotheses
The conceptual framework of the current study focuses on the relationships between different patterns of bureaucracy prevalent in intercollegiate athletics (representative bureaucracy, mock bureaucracy, and discordant bureaucracy) and coaches‘ perceptions of goals and processes of intercollegiate athletics. A causal relationship is expected between different goals held and processes adopted by athletic departments, and the three patterns of bureaucracy. To investigate these causal relationships, I proposed a model where the relationship between the importance of goals and bureaucracy was expected to be mediated by how frequent athletic department engage in
(c) to compare three different populations of coaches, based on their NCAA division membership, regarding the structural relationships among intercollegiate athletics goals, processes, and patterns of bureaucracy.A comparison among the three NCAA divisions was used to explore Meyer and Rowan‘s (1977) perception that loose coupling between institutional form and actual activities would be very widespread in highly institutionalized settings.Conceptual Framework and Research HypothesesThe conceptual framework of the current study focuses on the relationships between different patterns of bureaucracy prevalent in intercollegiate athletics (representative bureaucracy, mock bureaucracy, and discordant bureaucracy) and coaches‘ perceptions of goals and processes of intercollegiate athletics. A causal relationship is expected between different goals held and processes adopted by athletic departments, and the three patterns of bureaucracy. To investigate these causal relationships, I proposed a model where the relationship between the importance of goals and bureaucracy was expected to be mediated by how frequent athletic department engage in
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