The symbolic–substantive gap: institutional masculinity and the politics of hiring and promotion in sport management organizations

Abstract

This study aimed to analyze the causes of persistent gender inequality in international sports governance decision-making spaces, despite progress made in the symbolic and numerical representation of women. A qualitative research approach was developed, based on secondary data analysis. First, a quantitative synthesis of statistics published between 2024 and 2026 by the International Olympic Committee, FIFA, International Federations, and the International Paralympic Committee was conducted, presented in an original comparative graph. Second, a qualitative meta-synthesis of five empirical studies on sports organizations was performed, coded using Acker's (1990) theory of gendered organizations and Kanter's (1977) theory of tokenism. The analysis was also based on Connell and Messerschmidt's (2005) concept of hegemonic masculinity and Kerfoot and Knights' (1998) interpretation of management as a masculinized managerial project. The results revealed a persistent gap between symbolic representation and effective access to power, as female participation reached levels close to parity in governing bodies and commissions, but decreased considerably in federation presidencies and coaching positions. A significant exception was identified within the Paralympic movement, where women constituted a majority in an administrative body. It is concluded that numerical equality does not guarantee an effective redistribution of power, making it necessary to strengthen institutional reforms and develop comparative studies that explain the organizational factors that favor substantial female participation in sports governance. Keywords: institutional masculinity; gendered organizations; sports management; tokenism; hegemonic masculinity; recruitment and promotion.