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Using semi-structured tape-recorded interviews, this study focuses on the ways in which managers maintain control over players in professional soccer clubs. More specifically, the article focuses on the ways in which disciplinary codes are established by managers and the sanctions that are imposed on players for breaches of club discipline. The findings highlight the arbitrary character of these codes and the central part played by intimidation and abuse, both verbal and physical, as aspects of managerial control within clubs. We argue that these techniques of managerial control reflect the origins of professional soccer in late Victorian England, when professional players were the equivalent of industrial workers and, like industrial workers, were seen as requiring authoritarian regulation and control. This pattern of management has persisted in professional soccer long after it has been superseded in industrial relations more generally because, while many aspects of the management of soccer clubs have involved increasing professionalization and bureaucratization, the role of the manager has proved remarkably resistant to these processes. The authority of the team manager continues to be based on traditional forms of authoritarianism and this allows managers an unusually high degree of autonomy in defining their own role, while placing relatively few constraints on their authority in relation to players.

This is an open access article under the terms of the Creat ive Commo ns Attri butio n-NonCo mmerc ial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

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Professional athletes involved in high-performance sport are at a high injury risk, which may lead to long-term health consequences. Professional athletes often expose themselves to risky behaviours, resulting in a higher acceptance level of occupational risk compared to other occupations. To date, many studies have focused on elite athletes’ specific injury prevention techniques. The objective of this narrative review is to (1) summarise elite athletes’ attitudes towards important occupational safety and health (OSH) practices, including injury reporting, medicine usage and personal protective equipment (PPE) usage, and (2) explore factors that may influence elite athletes’ injury awareness. If injury awareness were given a similar weighting in elite sports as in any other highly physical occupation, the potential benefits to elite athletes and their long-term health could be highly significant. This review identifies that most elite athletes are not aware that sporting injuries are occupational injuries requiring behaviours determined by OSH rules. All the 39 studies identified met the moderate methodological quality criteria according to the Mixed Methods Appraisal Tool (MMAT). The factors impeding athletes’ injury awareness from achieving occupational health standards are discussed from three safety management perspectives: organisational, societal and individual. This review contributes to a better understanding of how to build a positive safety culture, one that could reduce elite athletes’ injury rate and improve their long-term wellbeing. Further research is required to develop a quantitative measurement instrument to evaluate occupational health awareness in the sport context. Based on the papers reviewed, the study population was categorised as elite, professional, high-performance amateur and student-athletes.

Performance management is integral for high-performing organizations and teams. The purpose of this review was to synthesize evidence on performance management across elite sport and other performance-focused domains (business, performing arts, high-risk professions). A systematic search and screening strategy was undertaken. Twenty studies satisfied the inclusion criteria. Thematic synthesis enabled the identification of key components of performance management. Similarities and differences between elite sport and other domains are identified across the following themes: strategic performance management; operational performance management; individual performance management; and leadership of the performance team. Implications for practitioners in elite sport are also considered across these themes.

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