Culture Change in a Professional Sports Team: Shaping Environmental Contexts and Regulating Power: A commentary

Rynne, Steven

doi:10.1260/1747-9541.8.2.301

Cited by 1 publication

(2 citation statements)

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“…du Gay & Vikkelsø, 2012;Cruickshank & Collins, 2012b;Rynne, 2013). More specifically, while much organizational change theory has assumed and advocated a leader-centric approach (where success is derived from top-down leadership and followers' passivity), our model is embedded in multiple stakeholders' divergent motivations and thereby power-and politicalbased dynamics; features which have been largely overlooked in applied organizational-based prescription (cf.…”

Section: Discussionmentioning

confidence: 99%

“…Designed to unearth the process and nature of optimal practice from the perspective of the Olympic PD, findings will provide sport psychologists with a first conceptual understanding of this critical process and a framework on which their applied practice can be based. Additionally, insights will also 2 For further contextualization of this point, the interested reader is directed to recent critical debate in this evolving and potentially powerful domain (see Cruickshank & Collins, 2013; Cruickshank, Collins, & Minten, 2013; Gilmore, 2013;Rynne, 2013).…”

Section: Driving and Sustaining Culture Change In Olympic Sport Perfomentioning

confidence: 99%

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Driving and Sustaining Culture Change in Olympic Sport Performance Teams: A First Exploration and Grounded Theory

Cruickshank¹,

Collins²,

Minten³

2014

Journal of Sport and Exercise Psychology

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Stimulated by growing interest in the organizational and performance leadership components of Olympic success, sport psychology researchers have identified Performance Director-led culture change as a process of particular theoretical and applied significance. To build on initial work in this area, and develop practically meaningful understanding, a pragmatic research philosophy and grounded theory methodology were engaged to uncover culture change best practice from the perspective of newly appointed Performance Directors.Delivered in complex and contested settings, results revealed that the optimal change process consisted of an initial evaluation, planning, and impact phase adjoined to the immediate and enduring management of a multi-directional, perception-and power-based social system. As the first inquiry of its kind, these findings provide a foundation for the continued theoretical development of culture change in Olympic sport performance teams and a first model on which applied practice can be based.Keywords: change management, elite sport, management, success cultures, succession Running Head: CULTURE CHANGE IN OLYMPIC SPORT PERFORMANCE TEAMS 3 Driving and Sustaining Culture Change in Olympic Sport Performance Teams: A First Exploration and Grounded TheoryAs one of the most significant global sporting events, preparation for and performance at the Olympic Games has long been an area of intrigue for sport psychologists. Reflecting this interest, scholars and consultants are continually seeking new ways in which success can be seized and sustained. Most recently, this pursuit has seen researchers move to examine the organizational and management factors which contribute to peak performance (Fletcher & Wagstaff, 2009;Wagstaff, Fletcher, & Hanton, 2012a;Wagstaff, Hanton, & Fletcher, 2013).While study in this budding area has primarily focused on holistic organizational functioning (incorporating strategic, policy, and administrative elements on top of traditional performance facets), it has concomitantly reinforced the significance of management-led processes within and for the principal gain of the performance department; including the Performance Director (hereafter PD) led creation and maintenance of a high performing culture (Fletcher & Arnold, 2011). With limited knowledge on this particular process unearthed to date, work is therefore required through which PD-led culture change can be theoretically understood and practically delivered (cf. Fletcher & Arnold, 2011).Corresponding to "the shared values, beliefs, expectations, and practices across the members and generations of a defined group" (Cruickshank & Collins, 2012a, p. 340), sport psychologists have long been aware of culture's role in shaping team and individual behavior and performance (Hardy & Crace, 1997;Krane & Baird, 2005;Lee, Shaw, & Chesterfield, 2009), and increasingly so in Olympic environments (Fletcher & Arnold, 2011;Wagstaff et al., 2012a). Indeed, the need for Olympic sports teams to operate in a setting which consistently...

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Section: Discussionmentioning

confidence: 99%

Section: Driving and Sustaining Culture Change In Olympic Sport Perfomentioning

confidence: 99%

Driving and Sustaining Culture Change in Olympic Sport Performance Teams: A First Exploration and Grounded Theory

Cruickshank¹,

Collins²,

Minten³

2014

Journal of Sport and Exercise Psychology

View full text Add to dashboard Cite

show abstract

Culture Change in a Professional Sports Team: Shaping Environmental Contexts and Regulating Power: A commentary

Cited by 1 publication

References 5 publications

Driving and Sustaining Culture Change in Olympic Sport Performance Teams: A First Exploration and Grounded Theory

Driving and Sustaining Culture Change in Olympic Sport Performance Teams: A First Exploration and Grounded Theory

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