Managing digital Olympism: The International Olympic Committee's strategic management of Olympic broadcasting partnerships in the digital age

This dissertation examined the strategic management of Olympic broadcasting partnerships. In particular, the analyses were centered on the processes and practices by which the International Olympic Committee (IOC) managed Olympism through Olympic broadcasting partnerships in the digital age. Previous research has addressed the tension between the ideals and practical realization of Olympism, from which competing interpretations of Olympism as a philosophy of social reform and as a commercial brand have been proposed. An examination of the IOC's leveraging of the Olympic values within the commercial area of sponsorships has concluded that the IOC used Olympism as a commercial brand rather than a philosophy of social reform. This study further examined the tension between the ideals and practical realization of Olympism, but within the commercial area of broadcasting.;A gradual shift in Olympic broadcasting has occurred with the emergence of digital media platforms, culminating in London 2012 being regarded as the first truly digital Games. This change in the `mediascape' of sport, whereby control of content is now shared by broadcasters and consumers, has required the IOC to adjust its strategic management of their Olympic broadcasting partnerships. Accordingly, the research questions addressed in the dissertation were: (1) What are the processes and practices by which the IOC manages Olympism through its broadcasting partnerships in the digital age; (2) how does the IOC manage these processes and practices; and (3) why does the IOC manage these processes and practices in this way?;To answer the research questions, a qualitative approach, based upon constructivist assumptions, was taken. A case study design was adopted, focusing on the organization of the IOC, but also considering the important role of broadcast partners in Olympic broadcasting. Data were collected from: (a) IOC documents; (b) personal written accounts from former IOC executives; (c) semi-structured interviews with a key IOC broadcasting executive, the British Broadcasting Corporation's Head of Major Events, and the IOC's former Director of Marketing and Broadcast Rights; and (d) reviews of the BBC's Sochi 2014 broadcast and the IOC's use of digital media platforms outside of Games time. These data were analyzed using a content analysis technique.;The findings established that the IOC leveraged digital media platforms to execute several of its key strategies in its management of Olympic broadcasting partnerships: (a) Seeking to sustain Olympism by re-engaging the World's youth; (b) operating an access for all policy based upon achieving the widest possible reach and ensuring equitable access to the Olympic Games; (c) expanding the Olympic window (e.g., increased coverage) to enhance the Olympic broadcast; (d) seeking to transcend sport using the unique attributes of the Olympic Games; and (e) accommodating the commercial interests of their broadcast partners. The most effective strategies were those in the mutual interest of both the IOC and their broadcast partners. According to the narrative of the IOC, their raison d'etre is to serve society, and their strategic management of Olympic broadcasting partnerships seeks to maximize the inspirational effects of the Olympic Games. However, a more credible claim is that the IOC's strategic management is commercially driven. Recognizing the necessity of commercial engagement for the sustainability of the Olympic Games, it is recommended that the IOC should strike a more practical balance between their social and commercial agendas. Notably, upholding of the Olympic values would bring greater credibility to the IOC's promotion and commercial leveraging of these ideals.