Ethical leadership in Major Games procurement processes

Bayley, Ruth; Egle, Caron

doi:10.4324/9781003034780-3

Cited by 1 publication

(5 citation statements)

References 1 publication

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“…This study extends our understanding of organizational culture as conceptualized by Kaptein (2008). (Sport) management research covers relations between one or more OFT pillars in relation to (un)ethical behavior (Bayley & Egle, 2021;Burton et al, 2017;Constandt et al, 2018Constandt et al, , 2019Crawford et al, 2017;Di Marco, 2019;Goebel & Weißenberger, 2017;Gorsira et al, 2018;Grojean et al, 2004;Lu & Lin, 2014;MacIntosh & Burton, 2018;Maitland et al, 2015;Schneider, 2020;Van Aswegen & Engelbrecht, 2009). Yet, the notion of organizational culture is novel and underexplored (Kaptein, 2008(Kaptein, , 2020.…”

Section: Theoretical Implicationsmentioning

confidence: 87%

“…For instance, Rebeggiani (2016) describes doping as a pathology of the organizational structure in road cycling due to the sports' financial instability, prize sharing systems and peer pressure. Lastly, sports are highly self-regulating, often resulting in little external control nor transparency (Bayley & Egle, 2021;Groombridge, 2017;Roberts & Ordway, 2021).…”

Section: Fraud Researchmentioning

confidence: 99%

“…Even when people want to do the right thing, this lack of oversight on different levels of regulations and laws can cause complications. Bayley and Egle (2021) noted that a complexity of networks contributed to fraud vulnerability in sports.…”

Section: Organizational Culturementioning

confidence: 99%

“…Malicious exploitation of sport is not merely an external threat (e.g., betting syndicates) (Geeraert, 2015;Serby, 2015), but may also come from within, considering that high profiles in sports have been involved in fraudulent practices (Gammelsaeter, 2021). Sport institutions function within highly selfregulating environments (Groombridge, 2017) and are regularly associated with governance issues, such as the lack of transparency, democracy, efficiency and interventionism (Aquilina & Chetcuti, 2014;Bayley & Egle, 2021;Geeraert, 2016;Kihl, 2018;Roberts & Ordway, 2021).…”

Section: Introductionmentioning

confidence: 99%

“…Drawing from the Organizational Fraud Triangle (OFT) (Free, 2015), this research digs into three commercialized sports characterized by high levels of commercialization, globalization, mediatization and profitability (Beech & Chadwick, 2013). The three OFT pillarsorganizational culture, leadership and management controls -are documented in sports (Bayley & Egle, 2021;Burton et al, 2017;Cima & Moriconi, 2022;Constandt et al, 2018Constandt et al, , 2019Maitland et al, 2015;Ondráčková & Verschuuren, 2021). Yet, no research considers the relation between the three OFT components simultaneously and their influence on vulnerabilities within the context of sport federations.…”

Section: Introductionmentioning

confidence: 99%

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Fraud vulnerabilities in sport federations: the role of culture, leadership, and control

Souvenir

Schyvinck

Kihl

et al. 2023

European Sport Management Quarterly

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However, we fall short in understanding meso-level processes which contribute to fraud vulnerabilities. Drawing from the Organizational Fraud Triangle (OFT), this research assesses the role of culture, leadership and management controls, providing insight into organizational processes which affect fraud vulnerabilities in sport federations. Research methodPrimary (17 semi-structured interviews) and secondary data (archival documents) were collected within five sport federations across three sports in Belgium. Results and FindingsSport federations increasingly act against fraud. Federations engage in (in)direct fraud prevention by addressing matters of transparency and communication. However, federations struggle in addressing elements beyond management controls. By extent, control mechanisms mainly target athletes rather than governance. Findings show that existing initiatives are not yet fully embedded throughout the sports' cultures, despite its relevance for success. ImplicationsThis study suggest a broader perspective in the antifraud narratives, within which leadership and culture are cornerstones to address when developing and embedding preventive measures within sport federations. Likewise, by applying the OFT -and more specifically by shedding light on the OFT pillars as well as the relationships between them -we introduce a novel perspective to assess fraud vulnerabilities in sport federations.

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