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Intense Loyalty in Organizations: A Case Study of College Athletics
Patricia A. Adler and Peter Adler
Administrative Science Quarterly
Vol. 33, No. 3 (Sep., 1988), pp. 401-417
Published by: Sage Publications, Inc. on behalf of the Johnson Graduate School of Management, Cornell University
Stable URL: http://www.jstor.org/stable/2392716
Page Count: 17
You can always find the topics here!Topics: Basketball, College athletics, Loyalty, Games, Colleges, Professional associations, Student athletes, Solidarity, School campuses, Human capital
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In this paper we examine a type of organizational loyalty, intense loyalty, that is more profound than the type of organizational loyalty traditionally portrayed as a rather mild attachment of individuals to a group, based on their satisfaction with their economic rewards, authority relations, or occupational self-fulfillment. Using data gathered over a five-year participant-observation study, we use the case of college athletics to illustrate this previously undiscussed form of organizational loyalty. We suggest that there are five elements essential to the development of intense loyalty in organizations: domination, identification, commitment, integration, and alignment. Through their experiences with each of these organizational dimensions, athletes develop feelings that lead to the development of intense loyalty. We conclude by contrasting the structural characteristics of organizations that generate intense loyalty with those of more ordinary work organizations.
Administrative Science Quarterly © 1988 Johnson Graduate School of Management, Cornell University