Finding form: elite sports and the business of change

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dc.contributor.authorGilmore, Sarah
dc.contributor.authorGilson, Clive
dc.date.accessioned2009-01-29T21:41:36Z
dc.date.available2009-01-29T21:41:36Z
dc.date.issued2007
dc.description.abstractPurpose – To explain how an organization has been able to use seismic changes in its wider external environment to transform its performance without the need for radical internal restructuring or coercive forms of leadership. Design/methodology/approach – This paper utilises a three year case study from elite sport, an under-represented sector in the management literature but one that offers a fascinating view of change. Findings – Whilst the change management literature typically emphasises dramatic and rapid coercive restructuring accompanying open-ended environment change, this study found that known routines and historical ways of working existed alongside innovation, risk-taking and learning; the paradoxical foundation upon which performance flourished. Research limitations/implications – Although the dangers of single cases are noted, difficulties regarding access and comparability with other similar organizations prevented a similar degree of focus on multiple cases. Future research either within elite sports teams or other organizations facing similar environmental change is needed to extend and enhance the asset maximization model presented here. Practical implications – This analysis and the development of an asset maximisation approach questions the traditional processual or design-based approaches towards managing change and argues for the capture and incorporation of business and strategic decision making within such accounts. Originality/value – The paper is a rare account of change within elite sports. The asset maximisation approach developed within this case study illustrates how holistic value creation in turbulent times is achieved. As such, its conclusions will have much to offer organizations as well as academics interested in the management of change.en
dc.identifier.citationGilmore, S. & Gilson, C. (2007). Finding form: elite sports and the business of change. Journal of Organizational Change Management, 20(3), 409-428.en
dc.identifier.doi10.1108/09534810710740218en
dc.identifier.urihttps://hdl.handle.net/10289/1925
dc.language.isoen
dc.publisherEmeralden_NZ
dc.relation.isPartOfJournal of Organizational Change Managementen_NZ
dc.subjectchange managementen
dc.subjectfootball innovationen
dc.subjectorganizational changeen
dc.subjectsportsen
dc.titleFinding form: elite sports and the business of changeen
dc.typeJournal Articleen
pubs.begin-page409en_NZ
pubs.elements-id32453
pubs.end-page428en_NZ
pubs.issue3en_NZ
pubs.volume20en_NZ
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