弱环的强度:体育运动团队绩效的测量与管理

IF 2.1 Q3 MANAGEMENT
Raffaele Trequattrini, Alessandra Lardo, Benedetta Cuozzo, Alberto Manzari, P. Brin
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引用次数: 0

摘要

本文研究了自封型环形组织中的团队绩效测量与管理问题。其目的是证明在一个团队中是否存在能够在更大程度上影响组织结果的个人,以及是否存在允许识别此类个人的绩效参数。本研究以足球俱乐部为研究对象,运用o型圈理论的理论框架进行研究。使用的研究方法是探索性的,基于两个不同的研究步骤进行实证分析,旨在确定团队中哪个个体能够最大程度地影响团队绩效。我们的研究结果来源于相关分析,向科学界和管理环形组织的负责人提出了一个绩效衡量模型,其中必须更加重视薄弱环节可能产生的低效率和不充分绩效的风险。从对足球俱乐部的分析开始,我们打算挑战以往的著名理论,并在一定程度上挑战有关特定类型公司的团队绩效管理的相关文献,这些公司的组成人员之间存在高度的相互依存关系。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
The strength of weak rings: Teams performance measurement and management in sport
The paper investigates the issue of team performance measurement and man-agement in the self-styled ring organizations. The objective is to demonstrate whether, within a team, there are individuals who are able to influence to a greater extent an organization's results and whether there are performance parameters that allow the identification of such individuals. The research was conducted through the application of the O-ring theory's theoretical framework in the context of the football clubs. The research method used is exploratory, with an empirical analysis based on two distinct research steps aimed at ascertaining which individ-ual within a team is able to affect the team performance the most. The results of our research, deriving from a correlation analysis, propose to the scientific com-munity and to chiefs who manage ring organizations a performance measurement model where greater weight must be given to the risk deriving from the weak link's possible inefficiencies and inadequate performance. Starting from the analysis of football clubs, we intend to challenge previous famous theories and to a certain extent the relevant literature on team performance management in specific kinds of companies that present a high degree of interdependence between the individu-als who compose them.
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来源期刊
CiteScore
5.60
自引率
15.20%
发文量
17
期刊介绍: Journal of Management Control (JoMaC) is an international journal concerned with the formal, information-based routines and procedures managers use to maintain or alter patterns in organizational activities. Particular emphasis is placed on operational and strategic planning and control systems and the processes and techniques.  JoMaC was founded in 1990 as a German journal and has a strong reputation as a dedicated academic journal open to high-quality research on all aspects of management control.  The journal covers such topics as: the role of management control systems in the management of companies and non-profit organizations; the design and use of planning systems for production, marketing, logistics and other fields of use; the interaction between strategic and operational aspects of management control; the role of management accountants and other internal and external service providers, such as financial accountants, auditors and consultants; change and the sustainability of management control systems.   Journal of Management Control especially welcomes empirical and analytical papers reflecting both methodological rigor and practical relevance that make a significant contribution to literature. The journal is interested in literature reviews and meta-analyses showcasing and promoting current academic research. Additional materials relating to papers of interest to scholars (e.g. coding sheets, questionnaires, data, etc.) can be downloaded from our website in order to stimulate future research.Officially cited as: J Manag Control
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