The World Anti-Doping Agency’s (WADA) vision to promote a new moral order in sport and new forms of organisation and management through the World Anti Doping code (WADC) amount to creating a new corporate culture. WADC’s emphasis on policy implementation places sport governing bodies (SGB) and managers at the heart of the enterprise. This represents a double challenge: (i) to the organisational culture of SGBs as it entails creating shared systems of meaning that are accepted, internalised, and acted on at every level of an organization, and (ii) to the IOC and the WADA in regard to universality and particularity, where the general organisational difficulty is how they are to operate at a global (universal) level whilst such apparently intractable differences exist at the particular (local) level. This paper employs Morgan’s (1997) metaphor of organisations as cultures to develop an understanding of the process of endorsing a global anti-doping policy. It explores the enactment of the WADC using the Bulgarian Weightlifting Federation as a case in point. While a good level of universal approval of WADC has been achieved the main issue remains how to get SGBs practices in line with it
