Strategic Management of Team Sports Organisations
After a brief introduction to the relevance of strategic management for team sports organisations and the presentation of some particularly relevant features of sports, a distinction is made between an individual and an organisational perspective. The ind
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Abstract
After a brief introduction to the relevance of strategic management for team sports organisations and the presentation of some particularly relevant features of sports, a distinction is made between an individual and an organisational perspective. The individual phases of the organisational strategic management process, as well as related tasks and success factors, are presented. Finally, key features of change management are introduced, which are useful for the successful implementation of a strategy in team sports organisations.
Learning Outcomes of the Chapter
1. You will understand the importance and benefits of strategically oriented management for the success of team sports organisations. 2. You will be introduced to different analytical approaches to team sports organisations and their environment. 3. You will know the tasks associated with each phase of the strategic management process and the success factors in each phase. 4. You will learn the importance of change management in the context of strategic management, and which factors play a crucial role here.
S. Walzel (&) German Sport University Cologne, Cologne, Germany e-mail: [email protected] © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2021 S. Walzel and V. Römisch (eds.), Managing Sports Teams, Management for Professionals, https://doi.org/10.1007/978-3-030-56495-7_5
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Introduction
Strategy has existed as a term since antiquity and comes from the military. It is based on the fundamental principle that different options for action are to be weighed against one another in order to achieve a (military) objective. The most promising alternative is ultimately chosen, taking into account the available information and framework conditions. If this is applied to the strategic management of team sports organisations, it is essentially a question of dealing with the different ways and options with which the objectives can be achieved, based on the internal and external framework conditions of a team sports organisation and previously defined objectives. The chosen strategy forms a goal-oriented framework for the successful implementation of measures to achieve the goals. Team sports organisations—irrespective of their legal status and whether they are associations or league organisations—are confronted with a multitude of different challenges, which are often mutually dependent and also occur simultaneously in time (Wilson and Anagnostopoulos 2017). This expresses itself, among other ways, in different objectives (sporting success, securing liquidity, building a strong brand, extending the youth academy, demonstrating social responsibility, etc.) or in the number and heterogeneity of the stakeholder of team sports organisations, which have different and sometimes contradictory interests. All these elements increase the complexity of the tasks to be accomplished and at the same time make it clear that only a strategically well thought-out approach promises succe
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