Recovering performance in the short term after coach succession in Spanish basketball organisations
Metadatos
Afficher la notice complèteMateria
Coach succession Short term Performance Additional personnel changes Spanish basketball
Date
2016Referencia bibliográfica
Published version: Samuel Gómez-Haro & Román Salmerón-Gómez (2016). Recovering performance in the short term after coach succession in Spanish basketball organisations. Coaching: An International Journal of Theory, Research and Practice 9:1, 24-37. [DOI: 10.1080/17521882.2015.1119169]
Patrocinador
Spanish Ministry of Education (project ECO2013-47009-P); Regional Government of Andalusia (project P11-SEJ-7988)Résumé
Research papers on succession processes in sports organisations have usually shown contradictory results. Several factors can
explain the different effects on performance after changes, so the purpose of this paper is to obtain a better understanding of coach changes and their impacts on short-term performance. For this purpose, we use ordinary least squares (with Stata) to analyse panel data from a longitudinal sample of 15 years (from the 1997–1998 season to the 2011–2012 season) of Spanish
professional basketball organisations, examining all changes in head coaches that occurred during the teams’ competitive
seasons using the variables of coach experience or human capital changes within the organisation after the change of coach to
determine the repercussions of these changes on performance. The results, with p < .05, support two hypotheses: H2, the
possibility of short-term improved performance in organisations after a coach change; and H3, if a coach change is accompanied
by more profound changes in human capital (players) the result is worse performance. These results are not contradictory because
they indicate that it is possible to recover performance in the short term, but if managers make too many changes at the same
time, the team cannot coordinate itself to recover its performance. For organisations, this observation is important because
organisations can change key leaders when performance is low but must consider that a large number of simultaneous changes
are overly risky because this increases instability and disruption.