This project aims to examine the gendered processes and outcomes of a merger that took place in a Nordic Football Club. 

Women’s football continues to grow at the international level, including significant annual increases in the number of professional female players in recent years. Transfer fees in women’s professional football increased by 72,8% from 2020 to 2021 (FIFA, 2022), demonstrating the increased commercial investment and economic value of women’s football. The rapid pace of the professionalization and commercialization of women’s football both domestically and internationally makes this a particularly interesting and important topic of study, particularly in relation to the working environment and conditions of those working in women’s football.

There is no known research on mergers of men’s and women’s football clubs in the Nordic Countries. A small body of international researchers have studied the mergers of men’s and women’s sport organisations or clubs. Motivations for such mergers have been mostly rooted in increased access to funding and better facilities for female athletes and staff working ‘on the ground’. Yet, a common trend across existing research has been problematic outcomes for gender equitable governance, often due to significant pre-existing differentials in power and resources between the original two organisations or clubs (Hargreaves, 1994; Piggott & Matthews, 2021; Velija et al., 2014). This can result in an underrepresentation of women within decision-making positions across the new merged organisation (Velija, 2015). Given the egalitarian ideology and values that underpin Nordic societies, it will be particularly interesting to see the extent to which the findings of this study differ from, or align with, the findings of existing international research.

Research Aim

To interview 8-12 key stakeholders (e.g., decision makers/administrators, coaches, and players) to develop an understanding of the processes, practices, and power relations involved in the merger.

Objectives

1. To understand the initial motivations/reasons for proceeding with the merger (e.g., sport development vs economic/operational rationales).
2. To explore the perceived opportunities and threats of the merger to each party (e.g., related to performance, finance, operations, and resources).
3. To examine the club stakeholders’ ambitions, plans, and strategies for player and club development in light of the merger.
4. To analyse the gendered experiences, impacts, and perceptions of different stakeholder groups involved in the merger.