Interorganisational conflict between national and provincial sport organisations within China’s elite sport system: Perspectives from national organisations

Abstract

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Modifying Tradition: Understanding Organizational Change in Chinese Elite Sport Training at the Grassroots Level

“…PSBs are accountable to their respective PGs rather than the GAS because PSBs are funded mainly by PGs. The interorganizational conflict between PSBs and the GAS and the governance instrument role that the National Games of China play have been carefully examined by Zheng et al [13]. A more detailed clarification would exceed the scope of this article.…”

“…These studies are commonly termed institutional analyses [7,16]. More recently, Zheng et al [13] concluded that the PRC enjoys a well-organized and stratified three-level training system (see Figure 1). Officially established in 1963, when the then Sports Ministry promulgated the Regulations of Outstanding Athletes and Teams [12] (p. 516), it was recognized as one of the most effective training systems in the world and perceived as the core of Juguo Tizhi (precisely and explicitly interpreted as "whole country support for elite sport system"), underpinning the PRC's continuous presence as one of the three best-performing nations at the Summer Olympics [5,10,17].…”

“…Unlike in the Western world, as a relic of the planned economy, a traditional bureaucratic and government-led approach was adopted in Chinese elite sport training [5,10]. Youth spare time sport schools (YSTSSs) are fully funded by the government and are positioned at the bottom of the Chinese elite sport training pyramid [11][12][13]. This overlaps with the view of Zheng et al [6] (p. 81), who argued that national teams are the "flagship", provincial teams are the "backbone and core" and grassroots YSTSSs are the "foundation".…”

Towards Understanding Change-Supportive Organisational Behaviours in China: An Investigation of the 2015 Chinese National Football Reform

“…The change management process has posed challenges for sport managers because the majority of change initiatives fail (Cunningham, 2006b). Amongst the various reasons that have been identified to explain the failure, or unintended consequences of organizational change are the timing of change (Saxton, 1995), institutional resistance (Kikulis, 2000;Kikulis et al, 1992), organizational conflict (Zheng et al, 2019), mistrust or distrust in the organizational setting (O'Boyle & Shilbury, 2016) and the cost of change (Kihl et al, 2010). However, the lack of consideration given to human experience (e.g., change recipients' readiness for change) in the change process is considered to be the primary reason for the failure of many organizational change initiatives (Fahlén & Stenling, 2019).…”

Perceived Benefits of Trademark Infringement Law to Thai Sports Industry

“…The sport industry is comprised of a multitude of organizations. It is therefore unsurprising that there are conflicts between organizations (1) and that some of these disputes center on the use of trademarks. Efficiency in law means upholding the process of law enforcement with fairness under the rule of law (2).…”