Driving and sustaining culture change in professional sport performance teams: A grounded theory |
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| Affiliation: | 1. Institute for Coaching and Performance, University of Central Lancashire, Preston, England, PR1 2HE, UK;2. Grey Matters Performance Ltd, 181 Church Bank, Lower Binton, England, CV37 9TQ, UK;3. School of Sport, Tourism, and The Outdoors, University of Central Lancashire, Preston, England, PR1 2HE, UK;1. Laurentian University, Canada;2. Loughborough University, UK;1. KU Leuven, Department of Movement Sciences, Tervuursevest 101, 3001, Leuven, Belgium;2. Ghent University, Department of Developmental, Personality & Social Psychology, Henri Dunantlaan 2, 9000, Ghent, Belgium;3. Ghent University, Department of Movement and Sport Science, Watersportlaan 2, 9000, Ghent, Belgium;1. Federation University Australia, Australia;2. Technical University of Munich, Germany;3. University of Vienna, Austria;4. University of Queensland, Australia;1. Departments of Kinesiology/Physical Education and Psychology, Wilfrid Laurier University, Waterloo, Ontario, N2L 3C5, Canada;2. Physical and Health Education, Schulich School of Education, Nipissing University, 100 College Dr., Box 5002, North Bay, Ontario, P1B 8L7, Canada;3. School of Kinesiology and Health Studies, Queen’s University, 28 Division Street, Kingston, Ontario, K7L 3N6, Canada |
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| Abstract: | ObjectivesAs part of the recent upsurge of work on management and organizational factors in elite sports teams, researchers have focused on the team management-led creation and regulation of high performing cultures. The purpose of this study was to therefore add to a recently developed model of culture change best practice in Olympic sports teams, as led and perceived by incoming performance directors, and conceptualize culture change best practice in professional sports teams, as led and perceived by incoming team managers.Design and methodA pragmatic research philosophy and corresponding grounded theory methodology were used to generate a practically-meaningful model of this culture change process from the perspective of UK-based professional team managers.ResultsPerceived best practice in team manager-led culture change was found to involve a finite phase of initial evaluation, planning, and impact adjoined to the enduring management of a holistic, integrated, and dynamic social system. With the former process acting as the catalyst for successful change, this model revealed that optimal change was felt to primarily rely on the constant acquisition, negotiation, and alignment of internal and external stakeholder perceptions.ConclusionsBased on the model's principles, the optimization of professional team culture is defined by a manager's initial actions and never definitively achieved but rather constantly constructed and re-constructed in complex social and power dynamics. Beyond providing a conceptual backdrop for continued research in this area, the model is also a tool on which the practice of professional team managers and their supporting sport psychologists can be based. |
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| Keywords: | Change management Elite sport Management Success cultures Succession |
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