The Establishment of the World Anti-Doping Agency

A Study of the Management of Organizational Change and Unplanned Outcomes

Bibliographic Data

ID2377944
AuthorsDag Vidar Hanstad (0000-0003-3465-7337, Norwegian School of Sports Sciences, Oslo, Norway), Andy Smith (0000-0003-4248-9687, University of Chester), Ivan Waddington (0000-0002-5311-9967, Norwegian School of Sports Sciences, Oslo, Norway and University of Chester, UK, corresponding author)
Year2008
Volume43
Issue3
Pages227-249
Publication date2008-09-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueInternational Review for the Sociology of Sport (JOURNAL)
Journal identifiersISSN: 1012-6902 • E-ISSN: 1461-7218
PublisherSAGE Publications Inc (PUBLISHER)
DOI10.1177/1012690208100552
OpenAlexW2023553683
LanguageEN
Citations received28
References cited9

This article examines the circumstances surrounding the establishment of the World Anti-Doping Agency (WADA), which was established following the World Conference on Doping in Sport convened by the International Olympic Committee (IOC) and held in Lausanne in 1999. More specifically, the article draws upon Elias's game models to analyse: i) the way in which the IOC sought to manage this process of change in such a way that its longstanding position as the world's leading anti-doping organization would be reinforced; and ii) the IOC's inability to control this process, with the result that the IOC failed to achieve any of its objectives, its position as the world's anti-doping organization was actually undermined, and world leadership passed to a new organization which had a significant measure of independence from the IOC

Business · Political science · Public relations · Social science · Sociology · Doping in Sports · Law · Sport and Mega-Event Impacts · Sports, Gender, and Society

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