Subcultural tensions in managing organisational culture: a study of an English Premier League football organisation

Abstract

In this article, we explore subcultural interaction in the context of attempts by executives to control culture in the unusual organisational setting of football. We present evidence of five tension points in subcultural relations (togetherness or isolation, internal labour market, multiple identification and allegiances, individual and organisational requirements, and competition and cooperation). We examine how these tensions were induced and or exacerbated by the culture management efforts, as well as the ways in which the dynamics of change impacted on the objectives of executives. The article concludes with a discussion of the implications of the findings for theory and practice.