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dc.contributor.authorThompson, Anne
dc.contributor.authorBloyce, Daniel
dc.contributor.authorMackintosh, Chris
dc.date.accessioned2020-10-12T11:03:15Z
dc.date.available2020-10-12T11:03:15Z
dc.date.issued2020-09-29
dc.identifierhttps://chesterrep.openrepository.com/bitstream/handle/10034/623850/TF.Managing%20Sport%20and%20Leisure%20-%20article.minor_revisions.REVISED.Submitted%2008062020_%20%282%29.pdf?sequence=3
dc.identifier.citationThompson, A., Bloyce, D. & Mackintosh, C. (2020 - in press). “It is always going to change” – examining the experiences of managing top-down changes by sport development officers working in national governing bodies of sport in England, Managing Sport and Leisureen_US
dc.identifier.doi10.1080/23750472.2020.1800507
dc.identifier.urihttp://hdl.handle.net/10034/623850
dc.descriptionThis is an Accepted Manuscript of an article published by Taylor & Francis in Managing Sport and Leisure on29th September 2020, available online: https://doi.org/10.1080/23750472.2020.1800507en_US
dc.description.abstractResearch question: This article examines how sport development officers (SDOs) employed within national governing bodies of sport (NGB) managed Sport England’s top-down policy changes from 2008 to 2015. The main research question examines the experiences of SDOs as they responded to, and managed these changes at the community level. Research methods: In-depth, semi-structured interviews gathered qualitative data from 18 employees from four NGBs, including 6 SDOs, Chief Executive Officers (CEOs), senior managers and a representative from Sport England, with responsibility for policy formulation. Results and Findings: SDOs felt increasingly constrained in how they worked due to the intensification of a top-down and cyclical process of change, a result-orientated approach and the sporting habitus of SDOs. These factors combined to create resistance among some SDOs as the power differentials within the interdependencies formed, which contributed to the unintentional outcome of elongating the time taken to implement policy on the ground. Implications: This article has developed more object-adequate insights into how SDOs have responded to, and managed top-down policy implementation. The article suggests recommendations for policy-makers, Sport England and NGBs, to consider the dynamic interdependencies in which employees are bound and a more rounded and processual view to policy formulation and implementationen_US
dc.publisherTaylor & Francisen_US
dc.relation.urlhttps://www.tandfonline.com/doi/full/10.1080/23750472.2020.1800507en_US
dc.rights.urihttps://creativecommons.org/licenses/by/4.0/en_US
dc.subjectorganizational changeen_US
dc.subjectnational governing bodies of sporten_US
dc.subjectSport development officersen_US
dc.subjectfigurational sociologyen_US
dc.subjectvoluntary sport clubsen_US
dc.title“It is always going to change” – examining the experiences of managing top-down changes by sport development officers working in national governing bodies of sport in Englanden_US
dc.typeArticleen_US
dc.identifier.eissn2375-0480en_US
dc.contributor.departmentManchester Metropolitan University; University of Chesteren_US
dc.identifier.journalManaging Sport and Leisureen_US
or.grant.openaccessYesen_US
rioxxterms.funderUnfundeden_US
rioxxterms.identifier.projectUnfunded - publication from PhD that was funded by the student's employeren_US
rioxxterms.versionAMen_US
rioxxterms.versionofrecord10.1080/23750472.2020.1800507en_US
rioxxterms.versionofrecordhttps://doi.org/10.1080/23750472.2020.1800507
rioxxterms.licenseref.startdate2022-03-29
rioxxterms.publicationdate2020-09-29
dc.dateAccepted2020-07-21
dc.indentifier.issn2375-0472en_US


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