{"id":{"repo_id":"vu-aus","oai_identifier":"oai:eprints.vu.edu.au:15305"},"canonical_url":"https://search.dev.ndltd.org/etd/vu-aus/oai:eprints.vu.edu.au:15305","repository":{"repo_id":"vu-aus","name":"Victoria University (Australia)","base_url":"https://vuir.vu.edu.au/cgi/oai2"},"display":{"title":"Environmental turbulence and its impact on strategic change and organisational culture : the case of the Queensland Rugby Union","abstract":"The general purpose of this research was to examine the influence of environmental turbulence on the change process occurring throughout the Queensland Rugby Union (QRU) during the 1990s, and to analyse its impact on that organisation's strategic direction and organisational culture. Within these broad parameters, the specific aims were: first, to understand the ways in which external and/or internal jolts and disturbances have impacted upon the change processes occurring at the QRU; second, to establish the levels of resistance to change within the organisation, and how the QRU managed this resistance between 1995-1999; third, to explain how the QRU went about managing and legitimising organisational and cultural change between 1995-1999; and finally, to develop a model of organisational change that reveals the complexity of the change process that occurred within the QRU between 1995-1999.","abstract_html":"The general purpose of this research was to examine the influence of environmental turbulence on the change process occurring throughout the Queensland Rugby Union (QRU) during the 1990s, and to analyse its impact on that organisation's strategic direction and organisational culture. Within these broad parameters, the specific aims were: first, to understand the ways in which external and/or internal jolts and disturbances have impacted upon the change processes occurring at the QRU; second, to establish the levels of resistance to change within the organisation, and how the QRU managed this resistance between 1995-1999; third, to explain how the QRU went about managing and legitimising organisational and cultural change between 1995-1999; and finally, to develop a model of organisational change that reveals the complexity of the change process that occurred within the QRU between 1995-1999.","abstract_has_math":false,"creators":["Skinner, James Lee"],"institution":"Victoria University of Technology","degree_name":"phd","degree_level":"doctoral","degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2001,"date_issued":"2001","date_published":"2001","updated_at":"2026-07-24T06:33:09Z","subjects":["School of Sport and Exercise Science","1106 Human Movement and Sports Science","1503 Business and Management"],"languages":["en"],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":null,"outbound_label":null,"outbound_source":null},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Skinner, James Lee"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2001"]},{"key":"dc:date.issued","label":"Date","values":["2001"]},{"key":"dc:publisher.department","label":"Dc Publisher Department","values":["School of Human Movement, Recreation and Performance"]},{"key":"dc:publisher.institution","label":"Dc Publisher Institution","values":["Victoria University of Technology"]},{"key":"dc:relation.isreferencedby","label":"Dc Relation Isreferencedby","values":["https://vuir.vu.edu.au/15305/"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["doctoral"]},{"key":"dc:type.qualificationname","label":"Dc Type Qualificationname","values":["phd"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["School of Sport and Exercise Science","1106 Human Movement and Sports Science","1503 Business and Management"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["en"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://vuir.vu.edu.au/15305/1/Skinner_2001_compressed.pdf"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["The general purpose of this research was to examine the influence of environmental turbulence on the change process occurring throughout the Queensland Rugby Union (QRU) during the 1990s, and to analyse its impact on that organisation's strategic direction and organisational culture. Within these broad parameters, the specific aims were: first, to understand the ways in which external and/or internal jolts and disturbances have impacted upon the change processes occurring at the QRU; second, to establish the levels of resistance to change within the organisation, and how the QRU managed this resistance between 1995-1999; third, to explain how the QRU went about managing and legitimising organisational and cultural change between 1995-1999; and finally, to develop a model of organisational change that reveals the complexity of the change process that occurred within the QRU between 1995-1999."]},{"key":"dc:format","label":"Dc Format","values":["text"]},{"key":"dc:title","label":"Title","values":["Environmental turbulence and its impact on strategic change and organisational culture : the case of the Queensland Rugby Union"]}]}],"canonical_facts":{"dc:creator":["Skinner, James Lee"],"dc:date":["2001"],"dc:date.issued":["2001"],"dc:description.abstract":["The general purpose of this research was to examine the influence of environmental turbulence on the change process occurring throughout the Queensland Rugby Union (QRU) during the 1990s, and to analyse its impact on that organisation's strategic direction and organisational culture. 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