Athlete performance management: A model of strategic significance

Abstract

This paper presents a new model entitled the “Elite Athlete Performance Management” model (PERFORM), demonstrating the multidisciplinary role of athlete performance management and its strategic significance to achieving a competitive advantage for elite sporting clubs, both on and off the field. The research outcomes are significant for practitioners in the discipline areas of information systems, medical, sports science and the professional areas involved in the development of elite athletes, because for the first time a comprehensive model of the business processes involved in elite athlete performance management has been constructed and articulated. Methodology: This research was exploratory and adopted an interpretive case study research methodology. Research data were collected principally by over 40 in-depth interviews during numerous meetings between April 2005 and March 2008 in an elite sporting club which is of national significance and prominence. The interviews were informal and semi-structured with non-directive, openended questioning to encourage interviewees to describe the complexities of their practices, experiences and problems. Participants were selected from all the business areas associated with injury management at the club, including: physical performance; strength and conditioning; training; management; medical (general practitioners); rehabilitation; and physiotherapy. The research explored the influences of modern technologies on an elite sporting club’s injury management business process. Other empirical data were collected using techniques such as participant observation and written data sources such as e-mail, memos, organisational and association policy documents, and field notes. Results and conclusions: The research identified that injury management alone is not strategic to an elite sporting club. Even though injury management is important, injuries and injury management are not strategic. Of significance is that a new process, PERFORM, focusing on the ongoing performance management of the elite athlete, emerged from the research. An unexpected outcome from this research is that the athlete’s performance, and not the injury is strategic to the elite sporting club and that PERFORM (which includes injury management) leads to a competitive advantage. The creation of this foundation model enables the development of best practice management of elite athlete performance. Of importance to practitioners is that the business implications of PERFORM extend beyond a set of business functions, to include a community of practice which facilitates multi-disciplinary knowledge sharing and which is a key contributor to an organisation’s competitive advantage.