| 1. |
- Forslund, Magnus, 1969-
(författare)
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Grundkurs i Organisation: för studenter eller forskare?
- 2009
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- Abstract Artikeln fokuserar på grundkurser i organisationsteori (organisation, organisering och ledning, etc.), och på en oroande tendens som visat sig de senaste åren. Denna tendens skulle kunna sammanfattas som att grundkurser i ämnet allt mer blir en kurs för forskare inom ämnet än för studenterna. Detta kan spåras i några uttryck. Det verkar vara oerhört viktigt just inom grundkurser i organisationsteori att lägga 20-30 % på att diskutera ämnets utveckling och gamla "klassiker". Görs detta inom marknadsföring? Ekonomistyrning? Entreprenörskap? För varje år blir det allt mindre utrymme för att diskutera mer relevanta teman och allt mer går åt till att diskutera att efter Fayol kom Weber och glöm inte Follett, och sedan Simon och… Ett annat uttryck är en närmast besatthet vid perspektiv. Särskilt ska perspektiven perspektiveras utifrån genus, etik, hållbarhet eller något annat politiskt korrekt begrepp. Det blir allt mindre utrymme kvar för att diskutera mer grundläggande teorier och modeller. Hur fungerar exempelvis grupper? Via nerslag i bl a kursplaner och läroböcker försöker jag illustrera denna tendens och lyfta frågor kring vad det är vi erbjuder studenterna i dylika kurser och vad vi kanske skulle kunna erbjuda dem.
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| 2. |
- Forslund, Magnus, 1969-
(författare)
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Innovation in soccer clubs : the case of Sweden
- 2014
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Konferensbidrag (refereegranskat)abstract
- During a number of years soccer clubs have experienced environmental changes. Globalization, commercialization and professionalization affect clubs at all levels, even if in various scope and magnitude. When environmental changes occur in the general business sector, usually there are major calls for entrepreneurship and innovation. This is often followed by research in attempts to contribute to knowledge and further innovation activities. Hence we can find numerous studies. However, currently it seems as if “Soccer business” does not follow the same pattern. Or does it? One problem is that there are few scientific studies on innovation in soccer clubs. Thus, we do not know very much.This paper attempts to gather what we know but also critically reflect upon current state-of-the-art. Since there is a shortage of empirical research, this paper also reports from an ongoing study on innovation in Swedish elite soccer clubs. The general research approach could be described as an ethnographic endeavor into the world of Swedish elite soccer. By picking up pieces here and there at meetings, games, seminars, interviews, and so on, I gradually build knowledge on “what is going on” and “what do they think they are up to?”.The empirical material is presented in relation to four innovation options identified in the literature: adding new products/services, changes in business model, new ways to manage the team and organize the team around the team, and rethinking what the business is all about. The study shows that there are a lot of innovations going on in Swedish soccer clubs but also that there seems to be several ways to improve both what is being done and how.
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| 3. |
- Forslund, Magnus, 1969-
(författare)
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Knowledge in everyday innovation in sport clubs – a cultural approach
- 2014
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Konferensbidrag (refereegranskat)abstract
- AIM OF ABSTRACT/PAPER - RESEARCH QUESTIONThe paper deals with the question: how to understand ‘knowledge’ in everyday innovation processes in football clubs from a cultural approach? It explores what happens when club management attempts to initiate a number of innovation processes in in a context where there is a mix of professionals and amateurs, employees and volunteers. How are these attempts received? A specific focus is ‘knowledge’. What is knowledge in such context? What is constructed as useful or not useful knowledge? The aim is an increased understanding of the nature of innovation in such contexts.THEORETICAL BACKGROUND OR LITERATURE REVIEWAn organization needs to strike a balance between the exploitation of old certainties and the exploration of new possibilities. The former concerns continuing doing what we are doing, while the former concerns searching for and discovering new things, in other words, innovation (March, 1991). Innovation does not only concern new products and services, but organizational and other social processes as well (King, Anderson, & West, 1991). Innovation requires new (useful) knowledge. From a cultural perspective what is understood as ‘new’ and (useful) ‘knowledge’ however is socially constructed in the local context. What is interesting is to understand how this construction process develops in practice. What is (socially) ‘defined’ as ‘useful knowledge’ and ‘not useful knowledge’? What are the processes leading to these definitions? Voluntary (amateur) football clubs represents an interesting context with a mix of professionals and amateurs, employees and volunteers. Also, Gilmore & Gilson (2007) claim that (people in) soccer is notorious for being suspicious to ideas generated outside its own experience base. Together, this forms an interesting case for innovation research. How do you accomplish innovation in such a situation? Is it possible to innovate by bringing in explicit knowledge from the outside? If not, how do such processes leading to failure develop? What are the reasons for failure? Ogbonna & Harris (2013) studies cultural perpetuation in a British Premier League football club, illustrating how a cultural change attempt aiming at increased professionalization is resisted. They do not focus the concept of knowledge and also describes the case from a general level. This paper adds to previous research by focusing knowledge in the microprocesses of everyday innovation in a voluntary football club.METHODOLOGY, RESEARCH DESIGN AND DATA ANALYSISThis is a five year long ethnographic study of a Swedish voluntary football club. On a general level, doing an ethnography means studying culture(s) searching for meanings of different events and things and how these meanings are created. During the study the author was deeply involved in the club in different positions, for example as a member of the board. A broad range of methods was used in order to create a thick description (Geertz, 1973). The empirical material includes documents, interviews, participant observations, observations, introspection, informal talks, and webpages. This article is focusing one aspect in a bigger study concerning voluntary football club management. Here, focus is on understanding knowledge in innovation processes. When attempting innovation, what knowledge was deemed ’useful’ and ’not useful’ and why?RESULTS, DISCUSSION AND IMPLICATIONS/CONCLUSIONSThe study suggests that the question of knowledge in everyday innovation processes in football clubs is complex. What is understood as ‘useful or ‘not useful’ knowledge is a result of local culture and something not easily discerned from the outside. What in many other contexts is considered as ‘useful’ knowledge can be framed as ‘not useful’ in a voluntary football club. The study discusses reasons for this and how this influences the innovation process. This has implications for the education and practice of sport managers.
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| 4. |
- Forslund, Magnus, 1969-
(författare)
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Management of football organizations from a business studies perspective
- 2012
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- Previous research has attempted to show how sport and business differ. This is especially so when it comes to team sports like football. This range from the fact that football organizations compete in leagues to that the product (the football match) is unique. Consequently there are claims that there should be specific theories for the management of football organizations. However, what is lacking is a more thorough discussion on these theories and to what extent they actually differ from those theories used in business studies. A critical stance towards the discussion also raises the question why it is so important to state these differences? Is it really the case that business studies theories are of little use in order to understand and manage football organizations or could it be argued that currently the potential of business studies theories are underestimated?The aim of this paper is to critically discuss management of football organizations from the viewpoint of business studies.
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| 5. |
- Forslund, Magnus, 1969-
(författare)
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Organizational culture change in amateur football clubs - a critical reflection
- 2015
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Ingår i: WCSF 2015 Copenhagen - 8th world congress on science & football. - : The WCSF2015 Scientific Committee. - 9788791771590 ; , s. 117-117
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Konferensbidrag (refereegranskat)abstract
- In the general field of Organization Studies, organizational culture is regarded as a critical aspect of understanding success and failure of organizational change. So far however, in the field of amateur football clubs this topic has not been studied extensively. To what extent established theories on organizational culture change is relevant in such a setting or not remains unclear. This paper reports from a ten year long ethnographic study in which the author during the first five years was involved in various functions in the club. The paper describes how club management during these five years attempted a number changes. These changes are interpreted from several perspectives highlighting the ambiguousness of organizational change processes. Partly the study seems to confirm previous studies highlighting the perpetual forces of organizational culture. It also however shows that certain changes are possible. By performing a reinterpretation based upon these two observations we could raise questions on what organizational culture in an amateur football club actually is and possible implications for managing such a club. The very contribution of the paper thus is the reflections regarding how to understand organizational culture change in amateur football clubs.
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| 6. |
- Forslund, Magnus, 1969-
(författare)
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Voluntary sport clubs as loosely coupled systems – implications for management
- 2013
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Konferensbidrag (refereegranskat)abstract
- Aim of abstract/paper - research questionIn response to increasing professionalization and commercialization, the preferred advice from many scholars to voluntary sport clubs (VSCs) is to implement classic management techniques. Other scholars have questioned this advice. This paper builds upon this critique but suggests that we first need to understand the specifics of a VSC in order to decide upon appropriate management models. The aim of this paper is to explore possible benefits of conceptualizing VSCs as loosely coupled systems.Literature reviewFirstly, the paper will dicuss suggested previous research on the solutions for VSCs. This includes scholars advocating the implementation of classic management techniques and scholars proposing alternatives. Alternative suggestions however have several flaws, which partly depends on a lacking insight into the everyday world of a VSC. Secondly it will dicuss different ways of conceptualizing a VSC (e.g. Thiel & Mayer, 2009; Knoke & Prensky, 1984)). Thirdly it will dicuss the concept of loosely coupled systems (Weick, 1976; Orton & Weick, 1990). This reason for the choice of this theory is that it has been used in the context of organizations similar to VSCs, like cooperative, political and collegial forms of organizations.Methodology, research design and data analysisA five year action oriented ethnographic study of a VSC is used to illustrate the relevance of the concept of loosely coupled systems in a VSC context and implications of this for management. The author was involved in different functions in the VSC, thus having an unique insight. This led to results that is impossible without such close involvement.The chosen method is an answer to previous calls for close-up longitudinal studies of sport organizations.Results, discussion and implications/conclusionsThere was great development of the VSC during the study. The theory of loosely coupled systems proved useful for understanding this development process. One suggestion is that the key primarily is not whether classical management techniques is used or not, but how different techniques are mixed and matched to different challenges. This requires intimate knowledge regarding the specific organization. One implication is that this raises doubt concerning the appropriateness of recruiting board members and/or club managers lacking this knowledge when short term change is wanted.
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