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Modifying Tradition: Understanding Organizational Change in Chinese Elite Sport Training at the Grassroots Level

Author

Listed:
  • Yang Ma

    (Department of Physical Education, Shanghai University, Shanghai 200444, China)

  • Markus Kurscheidt

    (Institute of Sport Science, University of Bayreuth, 95440 Bayreuth, Germany)

Abstract

This research examines the organizational change in Chinese elite sport training at the grassroots level, which is perceived as foundational to and crucial for the development of sustainable competitive advantage at the Olympics. Predicted on an in-depth single case study design linked to qualitative research, this study pursued a “thick description” of the process of change in Shanghai elite sport training by identifying the impetus for change and factors moderating the change process. All qualitative data were sourced from semi-structured interviews and official and semi-official documents. Participants included current sport leaders; officials/administrators; senior, including head and non-head, coaches; and renowned Chinese social science scholars who either specialize in or are familiar with the elite sport training scene in general and the landscape at the grassroots level. The key findings, on the basis of organizational change theory, were that the internal and external political pressures are strongly linked to the growing concern about athlete performance management, the alignment of elite sport training with the sport service industry, and limited financial resources; the functional pressures emerge from the broadening of the talent pool of money-consuming sports and newly added Olympic sports; and other fields’ successful practices, the unlimited registration rule, and a virtuous cycle of training contribute to organizational change.

Suggested Citation

  • Yang Ma & Markus Kurscheidt, 2021. "Modifying Tradition: Understanding Organizational Change in Chinese Elite Sport Training at the Grassroots Level," Sustainability, MDPI, vol. 13(7), pages 1-17, April.
  • Handle: RePEc:gam:jsusta:v:13:y:2021:i:7:p:4048-:d:530693
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    References listed on IDEAS

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    1. Welty Peachey, Jon & Bruening, Jennifer, 2012. "Investigating ambivalence towards organisational change in a Football Championship Subdivision intercollegiate athletic department," Sport Management Review, Elsevier, vol. 15(2), pages 171-186.
    2. Zheng, Jinming & Lau, Patrick Wing Chung & Chen, Shushu & Dickson, Geoff & De Bosscher, Veerle & Peng, Qi, 2019. "Interorganisational conflict between national and provincial sport organisations within China’s elite sport system: Perspectives from national organisations," Sport Management Review, Elsevier, vol. 22(5), pages 667-681.
    3. Jinming Zheng & Patrick Wing Chung Lau & Shushu Chen & Geoff Dickson & Veerle De Bosscher & Qi Peng, 2019. "Interorganisational conflict between national and provincial sport organisations within China’s elite sport system: Perspectives from national organisations," Sport Management Review, Taylor & Francis Journals, vol. 22(5), pages 667-681, December.
    4. Jon Welty Peachey & Jennifer Bruening, 2012. "Investigating ambivalence towards organisational change in a Football Championship Subdivision intercollegiate athletic department," Sport Management Review, Taylor & Francis Journals, vol. 15(2), pages 171-186, April.
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    Cited by:

    1. Matheus Galdino & Lara Lesch & Pamela Wicker, 2022. "(Un)Sustainable Human Resource Management in Brazilian Football? Empirical Evidence on Coaching Recruitment and Dismissal," Sustainability, MDPI, vol. 14(12), pages 1-20, June.

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