Abstract
ABSTRACT Recent trends suggest growing application of sports science programs within United States-based sport organizations. Discussion is necessary to illuminate several ways sports scientist (SS) roles may be leveraged to enhance athlete and coach performance and enable support of knowledge-related tasks within and across organizations and throughout sports systems. Here we provide an overview of a variety of organizational arrangements for full-time through part-time SS roles, and some available best practices that support them—including the high-performance manager role. In addition, we discuss the misapplication of SS roles and highlight US-centric challenges in establishing sports science research programs.
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