‘Tracksuit’ or ‘business suit’? Effects of the clothing styles of French professional football managers

Bréhon, Jean; Neys, Oumaya Hidri; Juskowiak, Hugo

doi:10.1080/17430437.2017.1409728

Cited by 5 publications

(9 citation statements)

References 13 publications

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“…This supports the view of Anagnostopoulos et al (2016), who suggested that passion among those working in team sports is part of their identity. Visual expression (clothing) reflects various roles (manager, coach), and analysis of the images supports the findings of Br ehon et al (2018) and their categorisation of football managers. AW's professional approach to the game is reflected in the clothing (a suit), which is described by Br ehon et al (2018) as a style known as "the boss".…”

Section: Discussionsupporting

confidence: 57%

“…Performance also impacts the brand associations of stakeholders (Andreini et al, 2020), the attraction and loyalty of fans (local and distant) (Bauer et al, 2008;Bodet et al, 2020) and sponsorship arrangements (Koenigstorfer et al, 2010). The owners' impact on the decision to support or dismiss managers is identified in previous research (Br ehon et al, 2018;Herskedal, 2017;Rohde and Breuer, 2017) and acknowledged by AW.…”

Section: Discussionmentioning

confidence: 93%

“…Individuals are unaware of their brand (Murray, 2017), yet analysis of the case shows an awareness of the need to present an identity in public, specifically as there are issues not brought into the public domain or discussed, similar to Br ehon et al (2018). This suggests that, in this role, there is a conscious and deliberate effort to build a persona.…”

Section: Discussionmentioning

confidence: 99%

“…Brand standards reflect the performance levels necessary for the various roles (i.e. how well it is carried out) to support a perception of competence, while the brand style reflects the communication and interaction style used, including language and clothing (Br ehon et al, 2018).…”

Section: The Football Manager As a Brand Personamentioning

confidence: 99%

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The brand persona of a football manager – the case of Arsène Wenger

Berndt

2021

IJSMS

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PurposeSport is an important economic activity, and understanding the role of teams and managers is necessary, yet managers – specifically their brand personas – have been the subject of limited research. The purpose of this research is to explore the brand persona of a football manager, using Arsène Wenger as a case.Design/methodology/approachDue to the exploratory nature of the study, qualitative methods were used to explore the brand-building activity. Media reports and images that centred on Arsène Wenger's words covering a three-year period were analysed. In total, 1364 articles and 23 images were analysed in NVivo, using both a priori and emergent codes.FindingsThe findings show the construction of the brand persona in three main dimensions pertinent to his role as a manager. The first is the performance in the managerial role in which Arsène Wenger is appointed, the second is associated with the person (including emotions and self-expression) and the third is the context (i.e. football) in which the manager operates.Research limitations/implicationsThe research focused on one manager while he was managing a premier league club and is limited to England.Practical implicationsWhile proposing a theoretical model, this study proposes football clubs understand a manager's persona in relation to the club's brand and the interactive effect. The support of the club on the persona is also indicated.Originality/valueFootball managers have received some research attention, but there has been no analysis of their brand personas. This study expands the understanding of the contribution of the manager to the club brand.

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Section: Discussionsupporting

confidence: 57%

Section: Discussionmentioning

confidence: 93%

Section: Discussionmentioning

confidence: 99%

Section: The Football Manager As a Brand Personamentioning

confidence: 99%

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The brand persona of a football manager – the case of Arsène Wenger

Berndt

2021

IJSMS

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“…Of the research that does consider how founders use garments in their entrepreneurial self‐fashioning, recent studies have looked at the role of dress (and other nonverbal devices) in entrepreneurial performances to increase venture legitimacy (Clarke, 2011), and how dress functions in the formation of “ethical subjectivity” (Poldner et al., 2018). In addition, there is a growing literature concerned with the dress practices of different professions, such as teaching (Weber and Mitchell, 1995), social work (Scholar, 2013), academia (Lipton, 2020; Moore & Williams, 2014; Thompson, 2020), football management (Bréhon et al., 2018), and the creative industries (Armstrong & McDowell, 2018). There is also an advancing scholarship attuned to “aesthetic labor” (Witz et al., 2003) and the politics of beauty and appearance under neoliberalism (Elias et al., 2017), as well as to the “aesthetics of post‐Fordist labor,” particularly in relation to dress (Van den Berg & Arts, 2019).…”

Section: Introduction: “Dressing Like a Founder”mentioning

confidence: 99%

Fashioning founders: Dress and gender in the entrepreneurial ecosystem

Richards

Mattioli

2021

Gender Work & Organization

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This article considers how entrepreneurs' fashion themselves as founders. Based on ethnographic research conducted in Australia, we discuss whether the informal dress codes of the startup world neutralize gender differences.Our findings suggest that informal dress codes reinforce the normative positionality of men as archetypal entrepreneurial actors. They reinscribe gendered hierarchies that affect the everyday entrepreneurial experience, and extend distinctly different allowances for nonconformity and unconventionality to men and women. Founders attempt to inhabit these gendered inequalities, performing a kind of esthetic labor that mobilizes their appearances to play into as well as counter the gendered expectations of the ecosystem and extract value from their personal and professional fashioning.

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Appointed on responsibility, sacked on accountability: Understanding involuntary termination in football management. What can we learn from coaching studies

Lyle¹

2024

IJMDM

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This conceptual review paper explores the decision practices that lead to the pervasive practice of short-term tenure and involuntary termination of managers' employment in professional soccer. The underlying assumptions are unsustainable; managers are hired on responsibility for performance and fired on accountability for results. Having critically appraised relevant literature to interpret and restate the problem, concepts associated with sport coaching provide a clearer and novel articulation of the decision factors in soccer organisations. An appreciation of expertise, goal management, role clutter, impression management and celebrity offers relevant insights. At an individual level, managers' attributions in relation to positive and negative outcomes may sow the seeds for subsequent dismissal. Managers would benefit from raising awareness of the distinction between responsibility and accountability, showing greater humility in claiming role impact, and demonstrating expertise in aspects of management for which they are directly responsible.

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‘Tracksuit’ or ‘business suit’? Effects of the clothing styles of French professional football managers

Cited by 5 publications

References 13 publications

The brand persona of a football manager – the case of Arsène Wenger

The brand persona of a football manager – the case of Arsène Wenger

Fashioning founders: Dress and gender in the entrepreneurial ecosystem

Appointed on responsibility, sacked on accountability: Understanding involuntary termination in football management. What can we learn from coaching studies

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