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Abstract
Mergers are considered an effective organizational strategy that help organizations achieve a better fit with their environments. Mergers have also proliferated into the sport context, and accordingly, have become a topic of growing interest in the field. Despite the growing interest in the topic and the potential for merger failure, little research has explored organizational strategies that facilitate merger success in sport. Given that interorganizational relationships (IORs) have been discussed as a possible strategy for sport merger success, the purpose of this thesis was to deepen our understanding of how IORs impact merged sport organizations. An embedded single case study was utilized to explore the merger case of Provincial Sport Council(s) in South Korea. Findings provide an understanding of how forming and managing IORs can help merged sport organizations to pursue their merger goals in addition to understanding how post-merger challenges can impact IORs.