6533b7dafe1ef96bd126f654
RESEARCH PRODUCT
Three team and organisational culture myths and their consequences for sport psychology research and practice
Martin LittlewoodDavid M. RichardsonMark NestiNoora J. RonkainenMichael Mcdougallsubject
elite sportkriittinen realismiconflictOrganizational cultureCritical realism (philosophy of the social sciences)teams050105 experimental psychologytiimit03 medical and health sciences0302 clinical medicineurheilu0501 psychology and cognitive sciencesjoukkueurheiluApplied Psychologyinterpretationorganizational cultureInterpretation (philosophy)05 social sciences030229 sport sciencesMythologykonfliktitSport psychologyEpistemologysport psychologyapplied practiceorganisaatiokulttuuriliikuntapsykologiacritical realismPsychologydescription
In this article, three prevailing myths about team and organisational culture – an increasingly popular topic in applied sport psychology research and practice – are identified, reviewed and challenged. These are; that culture is characterised only by what is shared, that culture is a variable and therefore something that a particular group has, and that culture change involves moving from the old culture to an entirely new one. We present a challenge to each myth through the introduction of alternative theoretical and empirical material and discuss the implications for sport psychology research and practice. The intent of this endeavour is to stimulate debate on how to best conceptualise and study culture. More broadly, we aim to encourage sport psychologists to consider team and organisational culture in new and/or varied ways, beyond current conceptualisations of consensus, clarity, integration and as a management tool to facilitate operational excellence and on-field athletic success. peerReviewed
| year | journal | country | edition | language |
|---|---|---|---|---|
| 2019-07-04 |