Culture Change in New Zealand Rugby

Abstract

This case concerns a high-profile controversy involving a promising New Zealand rugby player who was convicted of assault following a street fight. Sections of the public perceived that the player had been treated leniently by the court and his rugby organisation, so to not compromise his future professional career. The rugby organisation commissioned an independent review of its culture, which recommended a culture change programme. The case highlights the complexity of undertaking culture change in a large organisation that consists of diverse subcultures. It presents a series of first-person perspectives from various stakeholders—a culture expert, the rugby organisation CEO, a member of the panel formulating a new code of conduct, two amateur players, and a sportsperson who has represented New Zealand internationally in another sport. We recommend the case be analysed using Joanne Martin’s three perspectives on culture framework.

This case was prepared for inclusion in Sage Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.

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