The purpose of the dissertation was to explore the impact of regulating dynamics on the process of organizational change in non-profit sport organizations. Regulating dynamics are the factors which enable or constrain organizational change. Four regulating dynamics were targeted based on previous literature: capacity for change, organizational culture, organizational politics, and digital technology. To address the purpose, four research objectives were developed: (1) To explore how capacity for change enables or constrains organizational change in non-profit sport organizations; (2) To explore how organizational culture enables or constrains organizational change in non-profit sport organizations; (3) To explore how organizational politics enables or constrains organizational change in non-profit sport organizations, and (4) To explore how digital technology enables or constrains organizational change in non-profit sport organizations. Through a constructivist epistemology, a collective case study methodology of five Canadian national sport organizations was employed. Data collection included semi-structured interviews conducted with 49 staff and Board members and 151 documents. Data were transcribed verbatim and analyzed thematically. Overall, the findings demonstrate how regulating dynamics impact organizational change as they enable and/or constrain change in non-profit sport organizations concurrently and sequentially. All four regulating dynamics examined appeared to enable organizational change while only three – capacity for change, organizational culture, and organizational politics – constrained change. Thus, digital technology appeared to only enable change. The dissertation also demonstrates the impact of regulating dynamics not only at the organization level, but also how systemic and individual level dynamics influence organizational change. The dissertation addresses recent calls by several scholars to examine the “how” of change or, in other words, the change process. In addition, the dissertation extends existing understandings of regulating dynamics beyond the context of organizational design change. In doing so, the author highlights how regulating dynamics impact different types of changes such as governance, structure, processes, culture, and people change. Practically, through regulating dynamics, this dissertation can help explain why change initiatives fail, whether it is because of a lack of capacity for change, poor organizational culture, complex political dynamics, or failing to capitalize on the benefits of digital technology.

The purpose of this dissertation was to explore Board decision making in non-profit sport organizations operating in a multi-level governance system. Four major research objectives were addressed: (1) the way non-profit sport organization Boards make decisions, (2) the types and impacts of non-profit sport organization Boards' internal factors on their decision making, (3) the types and impacts of non-profit sport organization Boards' external factors on their decision making, and (4) the similarities and differences in non-profit sport organization Boards' decision making within and between levels of a federated sport model. Strategic decision-making theory is applied alongside internal (i.e., organization size; organization age; Board structure; Board size; leader-member exchanges; professionalization; socio-demographic indicators; motivation; and skills, expertise, and experience) and external factors (i.e., legal requirements, institutional pressures, inter-organizational relationships, market conditions, collaboration, stakeholders, and federated sport model) - originating from the Integrated Board Performance Model and relevant sport governance literature - to comprise the dissertation's theoretical framework. A multiple case study methodology was used featuring six non-profit sport organizations Boards (two national and four provincial/territorial) operating in the Canadian sport system. Data were collected longitudinally through three methods: non-participant overt observations, semi-structured interviews, and documents. Data were thematically analyzed via NVivo12, and SPSS was used for descriptive statistics and comparisons of the observed Board decisions (i.e., t-tests, ANOVA). Board decision making in non-profit sport organizations was identified as information and engagement based, which incorporated multiple sources of internal and external information, involved five members, and occurred over two meetings with some informal interactions (e.g., email discussions between Board members). Five internal factors impacted Board decision making: Board composition, Board size, Chair-Chief Executive Officer relationship, Board meeting practices and environment, and technology. The first four had a positive impact, while the latter resulted in both a positive and negative impact on Board decision making. Two external factors had a negative impact on Board decision making: the sport system structure and market conditions. Seven statistically significant differences were identified in Board decision making at the provincial/territorial level (none for national non-profit sport organizations) and 21 between levels (i.e., national versus provincial/territorial) of the federated sport model. More similarities than differences were found when comparing Board decision making within (i.e., two non-profit sport organizations at the national level, four non-profit sport organizations at the provincial/territorial level) and between (i.e., national versus provincial/territorial non-profit sport organizations) levels of a federated sport model, notably related to duration and interactions. However, differences were attributed to sources of delays, the process to acquire information, and the types of information sources used. Overall, non-profit sport organizations Boards' decision making in a federated sport model is characterized with complexities arising from internal and external factors, thereby having a positive or negative impact on duration, delays, interactions, process to acquire information, and types of information sources used to make decisions. These notions are illustrated in the developed Non-Profit Sport Organization Board Decision Making Model, which address the dissertation's overall purpose. Altogether, this dissertation offers theoretical and practical contributions. Notably, it demonstrated strategic decision-making theory's temporal and contextual boundary to investigate the chosen phenomenon at the group level (i.e., Boards) of non-profit sport organizations in a federated sport model. Further, the conceptual rigour of the applied theory is developed as novel variables (e.g., technology) to measure sub-constructs (e.g., impediments) identified in this dissertation should be incorporated to better understand decision making. Results also contribute to the broader sport governance literature as the approach undertaken in this dissertation supports the value and need for multi-method, in situ, and longitudinal research designs to better understand process-based phenomena (e.g., Board decision making). Practically, this dissertation's results develop strategies and recommendations for Boards of non-profit sport organizations. Specifically, Boards should understand virtual meetings are convenient, cost-friendly, and allow decisions to be made even when restrictions are imposed during a health crisis (e.g., travel, social). However, delays and challenges in engagement are found during virtual meetings. To engage members during decision making, Chairs have an important role to ensure a diverse set of perspectives are gathered from individual members, thereby making a better informed decision. Formalizing decision making with purposefully developed documents (e.g., Board papers) and an action registry is also vital for Boards to be transparent and accountable in their decisions made.