The micro-politics of organizational change in professional youth football: towards an understanding of the “professional self”

Gibson, Luke; Groom, Ryan

doi:10.1080/23750472.2018.1497527

Cited by 13 publications

(5 citation statements)

References 38 publications

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“…This is illustrated by the reputation for a high turnover of head coaches and the associated background staff, policy and cultural changes (Bridgewater, 2010). Indeed, employment within professional football is characterised by limited tenure and a surplus of potential labour, all of which can lead to a social climate of employment instability, vulnerability, and Machiavellian political activity (Gibson and Groom, 2018a, 2018b, 2018cRoderick, 2006aRoderick, , 2006bRoderick, , 2014Roderick and Schumacker, 2017). This instability has created challenges for clubs and their owners as they focus on delivering success on the pitch and protecting their investment.…”

Section: Introductionmentioning

confidence: 99%

The emergence of the sporting director role in football and the potential of social network theory in future research

Parnell

Widdop

Groom

et al. 2018

Managing Sport and Leisure

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The aim of the Leeds Beckett Repository is to provide open access to our research, as required by funder policies and permitted by publishers and copyright law. The Leeds Beckett repository holds a wide range of publications, each of which has been checked for copyright and the relevant embargo period has been applied by the Research Services team. We operate on a standard take-down policy. If you are the author or publisher of an output and you would like it removed from the repository, please contact us and we will investigate on a case-by-case basis.

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Section: Introductionmentioning

confidence: 99%

The emergence of the sporting director role in football and the potential of social network theory in future research

Parnell

Widdop

Groom

et al. 2018

Managing Sport and Leisure

Self Cite

View full text Add to dashboard Cite

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“…Morgan (2006a) argued that conflict is ever-present in organizational life and that it may arise if a dominant group seeks to further their own self-interest. Likewise, Gibson and Groom (2018) argued that conflict might arise when contradictory beliefs collide. The NGB, in this study, was described as a "regime" as the conflict grew.…”

Section: Power Relations As the Key Social Process In A Change Of Culturementioning

confidence: 99%

A Longitudinal Study of Power Relations in a British Olympic Sport Organization

Feddersen

Morris

Storm

et al. 2021

Journal of Sport Management

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The purpose was to examine the power relations during a change of culture in an Olympic sports organization in the United Kingdom. The authors conducted a 16-month longitudinal study combining action research and grounded theory. The data collection included ethnography and a focus group discussion (n = 10) with athletes, coaches, parents, and the national governing body. The authors supplemented these with 26 interviews with stakeholders, and we analyzed the data using grounded theory. The core concept found was that power relations were further divided into systemic power and informational power. Systemic power (e.g., formal authority to reward or punish) denotes how the national governing bodies sought to implement change from the top-down and impose new strategies on the organization. The informational power (e.g., tacit feeling of oneness and belonging) represented how individuals and subunits mobilized coalitions to support or obstruct the sports organization’s agenda. Olympic sports organizations should consider the influence of power when undertaking a change of culture.

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“…The senior athletes were more vocal on this and had asked for an athlete leadership group to provide a greater athlete voice, yet this had been rejected on numerous occasions by the coaches. I could begin to see the individuals in the group focused on their own interests and desires, and this impacted the systems functioning when it came to collaboration and shared vision (Gibson & Groom, 2018). If the coaches had transferred more responsibility to the athletes, it may have helped empower them through ownership and accountability (Hodge et al, 2014).…”

Section: Micropolitical Environmentmentioning

confidence: 99%

“Caught in the Headlights”: A Reflective Account of the Challenges Faced by a Neophyte Practitioner Working With a National Squad

Wren¹,

Wagstaff

Quartiroli

2021

Case Studies in Sport and Exercise Psychology

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This article provides a neophyte practitioner’s account of providing psychological support to a national team for the first time. The practitioner felt “caught in the headlights” due to his lack of preparation for the range of organizational issues he encountered. In this confessional tale, experiential knowledge gained by the practitioner is shared through the presentation of self-reflections from the 6-month period when he supported the squad. While the practitioner’s time with this national squad was limited, it gave him a sense of the micropolitical landscape of the sporting organization and illuminated some of the complexities and dilemmas that characterize applied sport psychology practice. These reflections are offered to guide other aspiring professionals during their initial training experiences.

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The micro-politics of organizational change in professional youth football: towards an understanding of the “professional self”

Cited by 13 publications

References 38 publications

The emergence of the sporting director role in football and the potential of social network theory in future research

The emergence of the sporting director role in football and the potential of social network theory in future research

A Longitudinal Study of Power Relations in a British Olympic Sport Organization

“Caught in the Headlights”: A Reflective Account of the Challenges Faced by a Neophyte Practitioner Working With a National Squad

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