Organisational culture in sport – A systematic review

Maitland, Alison; Hills, Laura; Rhind, Daniel

doi:10.1016/j.smr.2014.11.004

Cited by 76 publications

(85 citation statements)

References 78 publications

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“…Organisations that better understand their operating culture have greater clarity and consensus of direction (Smith et al, 2012), enhancing the accuracy of what it asks its coaches to achieve, leading to better management of the expectations and development of the coach-organisation relationship (Maitland, Hills and Rhind, 2015), and can better identify the attributes or personality of a coach that would best fit its culture. Additionally, Cresswell and Eklund (2007) have shown the importance of coaches understanding their organisation's culture in order to learn how the socially dynamic environment influences their practice, and the sport experience of their athletes.…”

Section: Significance and Rationale For This Researchmentioning

confidence: 99%

“…Cruikshank, Collins and Minten (2013) did show that organisational culture research does require an approach that is sensitive to the unique features of performance sport, as Maitland et al (2015) have identified that the cultures of volunteer and sporting organisations are different to business organisations, and also for profit versus non-profit organisations (Kaiser, Engel & Keiner, 2009). Sports organisations do provide new opportunities to look at concepts of culture, for example, those run by volunteers pursuing a passionate interest in a particular sport rather than financial income, and as distinct from business or corporate organisations, sports organisations often do not possess hierarchical structures and their cultures may be somewhat reflective of the transient nature of athletes and coaches (Grabowski et al, 2014).…”

Section: The Intent Of Research Into Organisational Culturementioning

confidence: 99%

“…Sports organisations do provide new opportunities to look at concepts of culture, for example, those run by volunteers pursuing a passionate interest in a particular sport rather than financial income, and as distinct from business or corporate organisations, sports organisations often do not possess hierarchical structures and their cultures may be somewhat reflective of the transient nature of athletes and coaches (Grabowski et al, 2014). Studies within a sporting context investigated some of these unique attributes of sport, and have shown that a sporting organisations culture can affect its ability to perform and be effective (Cruickshank et al, 2014;Cameron & Quinn, 1999), influence job satisfaction (Wallace & Weese, 1995;Weese, 1995), create success in competition (Smith & Shilbury, 2004;Smith & Stewart, 1995), leverage powerful histories (Smith et al, 2012), and coach to athlete relationships (Maitland et al, 2015). However, while the number of studies on the culture of sports organisations has been increasing (Maitland et al, 2015), many studies focus on only the observable manifestations of culture and do not identify the basic assumptions (Maitland et al, 2015).…”

Section: The Intent Of Research Into Organisational Culturementioning

confidence: 99%

“…The organisation can be as formal as an international, publically-listed corporation or as informal as a sports club run by volunteers, values, meanings and attitudes that are shared by a group of people that influence how they interact and operate as a group as they work towards a common goal can be described as their organisation's culture (for review of organisational culture definitions see Maitland et al, 2015) Given the contextual nature of many cultural elements, several organisational culture definitions uncover the deeper, unconscious assumptions that individuals and groups must possess as the basic framework of how they value and approach the world (Smith et al, 2012). Without these assumptions, people would continually have to define those things to which they give attention, what things mean, what emotional reaction is required, and what action to take in various situations (Schein, 2010).…”

Section: An Introduction To Culturementioning

confidence: 99%

“…Whilst rules of a sport are most often clear, there are unconscious constraints acting at deeper layers of that sport's culture that influence how people learn, participate and compete in that sport. Organisational culture influences the behavioural norms that foster or inhibit the development of close coaching relationships (Maitland et al, 2015).…”

Section: An Introduction To Culturementioning

confidence: 99%

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Exploring the culture of a sporting organisation

Field¹

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Of all the things an organisation can control, the way in which it operates is the most influential factor contributing to its success (Smith, Stewart & Haimes, 2012). The way an organisation operates is considered its culture, yet there is contention about how it is best assessed. Previous research to determine organisational culture has also focused on businesses, and less so on organisations involved in sport that are more often run by volunteers and comprised of members that participate and contribute for reasons other than remuneration. Identifying the culture of a volunteer run sporting organisation furthers the understanding about the unique aspects of volunteer run and sporting organisations.Therefore a sports club run by volunteers was chosen to have its culture assessed. To identify an organisation's culture, Schein (2010) proposes an organisation's culture possesses three levels: a superficial layer of artefacts of how the organisation is observed to operate; a layer of values the organisation's members espouse as what they think is important; and the deeper layer of things members assume are correct because they have shared experiences of their success with other members. The learning that members experience together generates these assumptions, hence focus groups and interviews with club members were performed to uncover how they operate most effectively to solve the problems that limit access to their goals. From an analysis of these discussions, assumptions were identified that define the culture of the whole club. Assumptions of interest include the method and extent that the club and its coaches influence each other's operation; the influence of the club's history on its culture; and the rationale behind member's contributions to the club. Additionally, this investigation's methodology to assess organisational culture using Schein's framework was shown to be effective, but recommendations to improve on its weaknesses were identified. Opportunities for future research using this investigation's methodology, and for study of sporting organisations and their coaches were also identified.ii Declaration by authorThis thesis is composed of my original work, and contains no material previously published or written by another person except where due reference has been made in the text. I have clearly stated the contribution by others to jointly-authored works that I have included in my thesis.

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Section: Significance and Rationale For This Researchmentioning

confidence: 99%

Section: The Intent Of Research Into Organisational Culturementioning

confidence: 99%

Section: The Intent Of Research Into Organisational Culturementioning

confidence: 99%

Section: An Introduction To Culturementioning

confidence: 99%

Section: An Introduction To Culturementioning

confidence: 99%

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Exploring the culture of a sporting organisation

Field¹

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The Child Protection in Sport Unit – Supporting National Governing Bodies in Hearing the Voices of Children: An Evaluation of Current Practice

Everley

2020

Child Abuse Review

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Sporting environments provide contexts in which a range of abuses of children has occurred. While there is an increasing awareness of the need to improve child protection in sport, the extent to which listening to children's voices can support this has yet to be explored. This paper reports on research commissioned by the National Society for the Prevention of Cruelty to Children's Child Protection in Sport Unit to understand the way in which the expression of children's voices is facilitated in sport. Thirty‐four national governing bodies of sport in the UK responded to an electronic questionnaire exploring expression of children's voices in their organisations. Findings indicate that challenges concern: children's perceived lack of interest; confidence in self‐expression; time, resources and logistics; organisational culture and attitudinal change. ‘Good practice’ was identified in: formal structural communications; tailoring contributions to interests and strengths; use of primary research; and sharing ideas remotely. The projected value of listening to children's voices includes understanding children's perspectives and identification of potential concerns. The expression of children's voices is of value to national governing bodies in sport and there is potential for this to prevent elements of abuse in sport. Key Practitioner Messages National governing bodies of sport believe that the expression of children's voices in sport can positively inform child protection practice. Material and cultural limitations can prevent the expression of children's voices. There is potential for an embedded expression of children's voices that could support intervention prior to abuse occurring.

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