Cruickshank Andrew, Collins Dave, Minten Sue
Institute for Coaching and Performance, University of Central Lancashire, Preston, England.
J Sport Exerc Psychol. 2014 Feb;36(1):107-20. doi: 10.1123/jsep.2013-0133.
Stimulated by growing interest in the organizational and performance leadership components of Olympic success, sport psychology researchers have identified performance director-led culture change as a process of particular theoretical and applied significance. To build on initial work in this area and develop practically meaningful understanding, a pragmatic research philosophy and grounded theory methodology were engaged to uncover culture change best practice from the perspective of newly appointed performance directors. Delivered in complex and contested settings, results revealed that the optimal change process consisted of an initial evaluation, planning, and impact phase adjoined to the immediate and enduring management of a multidirectional perception- and power-based social system. As the first inquiry of its kind, these findings provide a foundation for the continued theoretical development of culture change in Olympic sport performance teams and a first model on which applied practice can be based.
受对奥运会成功的组织和绩效领导因素日益增长的兴趣的刺激，运动心理学研究人员已将由绩效主管主导的文化变革确定为一个具有特殊理论和应用意义的过程。为了在该领域的初步工作基础上进行拓展，并形成具有实际意义的理解，我们采用了务实的研究理念和扎根理论方法，从新任命的绩效主管的角度揭示文化变革的最佳实践。在复杂且充满争议的环境中得出的结果表明，最佳变革过程包括一个初始评估、规划和影响阶段，该阶段与对一个基于多方向认知和权力的社会系统的即时和持久管理相连。作为同类研究中的首次探究，这些发现为奥运体育绩效团队文化变革的持续理论发展奠定了基础，并为应用实践提供了首个可依据的模型。
