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dc.contributor.authorMcDougall, Michael
dc.contributor.authorRonkainen, Noora
dc.contributor.authorRichardson, David
dc.contributor.authorLittlewood, Martin
dc.contributor.authorNesti, Mark
dc.date.accessioned2019-10-08T06:20:03Z
dc.date.available2019-10-08T06:20:03Z
dc.date.issued2020
dc.identifier.citationMcDougall, M., Ronkainen, N., Richardson, D., Littlewood, M., & Nesti, M. (2020). Three team and organisational culture myths and their consequences for sport psychology research and practice. <i>International Review of Sport and Exercise Psychology</i>, <i>13</i>(1), Article 147-162. <a href="https://doi.org/10.1080/1750984X.2019.1638433" target="_blank">https://doi.org/10.1080/1750984X.2019.1638433</a>
dc.identifier.otherCONVID_32089219
dc.identifier.urihttps://jyx.jyu.fi/handle/123456789/65780
dc.description.abstractIn 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.en
dc.format.mimetypeapplication/pdf
dc.languageeng
dc.language.isoeng
dc.publisherRoutledge
dc.relation.ispartofseriesInternational Review of Sport and Exercise Psychology
dc.rightsIn Copyright
dc.subject.otherelite sport
dc.subject.otherteams
dc.subject.otherapplied practice
dc.subject.otherorganizational culture
dc.subject.othercritical realism
dc.subject.otherinterpretation
dc.subject.otherconflict
dc.subject.othersport psychology
dc.titleThree team and organisational culture myths and their consequences for sport psychology research and practice
dc.typearticle
dc.identifier.urnURN:NBN:fi:jyu-201910084360
dc.contributor.laitosPsykologian laitosfi
dc.contributor.laitosDepartment of Psychologyen
dc.contributor.oppiainePsykologiafi
dc.contributor.oppiainePsychologyen
dc.type.urihttp://purl.org/eprint/type/JournalArticle
dc.description.reviewstatuspeerReviewed
dc.relation.issn1750-984X
dc.relation.numberinseries1
dc.relation.volume13
dc.type.versionacceptedVersion
dc.rights.copyright© 2019 Informa UK Limited, trading as Taylor & Francis Group
dc.rights.accesslevelopenAccessfi
dc.subject.ysokonfliktit
dc.subject.ysotiimit
dc.subject.ysojoukkueurheilu
dc.subject.ysokriittinen realismi
dc.subject.ysoorganisaatiokulttuuri
dc.subject.ysoliikuntapsykologia
dc.subject.ysourheilu
dc.format.contentfulltext
jyx.subject.urihttp://www.yso.fi/onto/yso/p7946
jyx.subject.urihttp://www.yso.fi/onto/yso/p6374
jyx.subject.urihttp://www.yso.fi/onto/yso/p2478
jyx.subject.urihttp://www.yso.fi/onto/yso/p5012
jyx.subject.urihttp://www.yso.fi/onto/yso/p15382
jyx.subject.urihttp://www.yso.fi/onto/yso/p3807
jyx.subject.urihttp://www.yso.fi/onto/yso/p965
dc.rights.urlhttp://rightsstatements.org/page/InC/1.0/?language=en
dc.relation.doi10.1080/1750984X.2019.1638433
jyx.fundinginformationNo funding text.


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