The dynamics of structure, social interaction and flow – the case of Rosenborg Ballklub

Abstract

Purpose The purpose of this study is to look into the extraordinary performance of Rosenborg Ballklub (RBK) under coach Nils Arne Eggens’ leadership with several appearances in the Champions League, competing with more clubs with more resources. Design/methodology/approach In-depth interviews with the coach and key players. Also combining with document studies. Findings This study identified six key postulates that could be viewed as a minimal structure that was important for creating a picture of how Rosenborg’s attack play should be carried out. This study identifies a high commitment to the way of playing. Even if the way of playing was well known, the play was carried out with both a high pace and precision, making it hard for opponents to defend. The play pattern is closely linked to social interaction. Furthermore, the playing pattern was reproduced repeatedly, creating a platform for collective mastery. Research limitations/implications The current study provides a detailed insight into the development of performance within a football club using different approaches. However, creating a common picture of what should be performed. Practical implications The current study can provide insight to football clubs but also other teams identifying a common pattern based on certain values. Social implications The study of Rosenborg Ballklub demonstrates the combinations of individual characters and strength (signature strength) within a collective using a holistic and complementary approach. One should focus on the strength of the team. Originality/value Original in understanding the way RBK performed. It also demonstrates a unique insight in applying flow theory as a means of developing a football team.

Hjelp, vi er hjemme!

“…Effektiv samhandling innebaerer å vaere en del av noe større enn en selv, at man er avhengig av den aktuelle samhandlingsoppgavens art, men også kompetansen til den enkelte aktør. Det handler også om hvilke relasjoner og tillit som er på plass mellom aktørene (Torgersen & Steiro, 2009;Steiro et al, 2022). Det kan derfor vaere ulike oppfatninger mellom aktørene om hvilken samhandlingsform som er best egnet for den enkelte samhandlingssituasjon, og den vil kunne vaere farget av egne preferanser.…”

“…Dette handler også om å ha en dypere forståelse av hva som skal skje i organisasjonen, og gjerne en dypere forståelse ved å gå fra å måtte samarbeide til å ville samarbeide. Det handler videre om å balansere egokrefter med kollektive krefter (Steiro et al, 2022).…”