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dc.contributor.authorGibson, Luke
dc.contributor.authorGroom, Ryan
dc.date.accessioned2017-05-11T08:42:23Z
dc.date.available2017-05-11T08:42:23Z
dc.date.issued2017-04-19
dc.identifier.citationGibson, L. and Groom, R. (2017) 'Ambiguity, manageability and the orchestration of organisational change: a case study of an English Premier League Academy Manager', Sport Coaching Review, DOI: 10.1080/21640629.2017.1317173en
dc.identifier.issn21640629
dc.identifier.doi10.1080/21640629.2017.1317173
dc.identifier.urihttp://hdl.handle.net/10545/621612
dc.description.abstractAn academy is an organisational context operated by professional football clubs, governed by the rules of the English Football Association and the English Premier League. Academies provide coaching and education for youth football players aged from under 9 to under 21. The Academy Manager is responsible for the strategic leadership and operation of the club’s academy. This includes implementing the club’s philosophy, coaching and games programme, player education, and the management of academy staff. The purpose of this paper is to explore the experiences of Simon [pseudonym], an English Premier League Academy Manager, when implementing organisational change within an academy. Data were collected from a work-based diary and four in-depth semi-structured interviews. The notion of orchestration is used as an analytical frame to make sense of Simon’s experiences through the change process and further our understanding of the social complexities of organisational change in elite sporting environments.
dc.description.sponsorshipN/aen
dc.language.isoenen
dc.publisherTaylor Francisen
dc.relation.urlhttp://www.tandfonline.com/doi/full/10.1080/21640629.2017.1317173en
dc.subjectSports coachingen
dc.subjectCoach educationen
dc.subjectElite youth socceren
dc.subjectOrganisational changeen
dc.titleAmbiguity, manageability and the orchestration of organisational change: a case study of an English Premier League Academy Manageren
dc.typeArticleen
dc.contributor.departmentUniversity of Derbyen
dc.contributor.departmentManchester Metropolitan Universityen
dc.identifier.journalSport Coaching Reviewen
dcterms.dateAccepted2017-04-05
refterms.dateFOA2018-10-05T00:00:00Z
html.description.abstractAn academy is an organisational context operated by professional football clubs, governed by the rules of the English Football Association and the English Premier League. Academies provide coaching and education for youth football players aged from under 9 to under 21. The Academy Manager is responsible for the strategic leadership and operation of the club’s academy. This includes implementing the club’s philosophy, coaching and games programme, player education, and the management of academy staff. The purpose of this paper is to explore the experiences of Simon [pseudonym], an English Premier League Academy Manager, when implementing organisational change within an academy. Data were collected from a work-based diary and four in-depth semi-structured interviews. The notion of orchestration is used as an analytical frame to make sense of Simon’s experiences through the change process and further our understanding of the social complexities of organisational change in elite sporting environments.


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