The general purpose of this research was to examine the influence of environmental turbulence on the change process occurring throughout the Queensland Rugby Union (QRU) during the 1990s, and to analyse its impact on that organisation's strategic direction and organisational culture. Within these broad parameters, the specific aims
were: first, to understand the ways in which external and/or internal jolts and disturbances have impacted upon the change processes occurring at the QRU; second, to establish the levels of resistance to change within the organisation, and how the QRU managed this resistance between 1995-1999; third, to explain how the QRU
went about managing and legitimising organisational and cultural change between 1995-1999; and finally, to develop a model of organisational change that reveals the
complexity of the change process that occurred within the QRU between 1995-1999.