Top Team Research Articles

The Importance Use of Resources Software in the Game of Volleyball Training

In professional sport in general and in the game of volleyball, in particular, have emerged and continue to appear in new ways to improve performance, methods covering all aspects of the game of volleyball.In this activity requires self-evaluation is needed to assess the achievement of the objectives, not just the end of the activity, but rhythmic and current operational nature.The modern game of volleyball use of software has become extremely important as the game's top teams is close, in part due to the scoring system change but also because teams are becoming better prepared physically and technically.

Rank-order tournaments, probability of winning and investing in talent: evidence from champions' league qualifying rules

We analyse how a change in the probability of winning a tournament affects an agent's effort using the qualification rules for entry into the group and playoff stages of the UEFA Champions' League. Our results suggest that increasing the number of slots that a national league gets in the Champions' League leads to increases in investment in talentex ante.This effect is largest among the teams that in the previous season just failed to qualify. This suggests that changes in prize structure leads to changes in investment decisions amongst those clubs most affected at the margin. However, we also find that incumbent teams that have already qualified for the Champions' League simultaneously raise their efforts, consistent with the occurrence of an arms race among top European football teams.

LifeWorks@TURCK

LifeWorks@TURCK

Qihoo 360: building a “free” business model

Synopsis This case discusses Qihoo 360's free business model, how it used this free model to overpower competitors, and how the model evolved over time. Qihoo 360 is a company that took just six years to become a company listed on the New York Stock Exchange (with a market value of over US$ 2 billion). At Qihoo 360's Initial Public Offering (IPO) at the New York Stock Exchange (NYSE), Qihoo's founder Zhou Hongyi reflected on how Qihoo's free business model had brought its current success and speculates on its future challenges. Research methodology The authors used both secondary data and field interviews when preparing this case. After reading through various company reports, competitor information, and financial filings, the authors interviewed five top manager team (TMT) members of Qihoo 360, three TMT members of its competitors, and two partners of venture capital investors who have invested in these companies in Beijing or Shenzhen during the last three years. The authors collected 347 media reports related to these companies in Chinese covering seven years of history. This long span of data collection improves the interpretation of the company and helps construct the storyline of the case. Relevant courses and levels This case is suitable for an MBA course or an advanced undergraduate course in strategic management or a technology-oriented entrepreneurship course, focussing on the topic of the free business model, business model innovation, disruptive innovation, and evolution of the business model during the entrepreneurial process.

A New Direction for Private Higher Education in India

ty and introduced a new pro–vice chancellor, chief operating officer, and registrar, among others. One leader threatened to resign unless powers to select top-team members were transferred exclusively to the vice chancellor. Collegiality does not necessarily mean that everyone makes decisions. This assertiveness by British heads is quite recent. Thus, at UK research universities, power to select top management teams is slowly following the US policy. In the United Kingdom, it is more common for heads of new universities (those established from polytechnics after 1992) to have direct powers to hire top-team members. The traditional and largely continuing European approach involves appointment through a process of faculty elections. This practice has been criticized because, again, it substantially weakens presidential powers, inhibits organizational change, and favors the status quo. One former and very experienced US dean said he was strongly opposed to faculty making the selection of provosts or presidents, and he went on to say, “I am against the notion of democracy.” This is noteworthy because many academics construe universities to be collegial and therefore nonhierarchical, with democratic decision-making structures. This former US dean argued that universities are at least as hierarchical as the military, and our obsessive labeling would imply this is the case (“Professor Dr Dr” is not an uncommon title in Germany). Leaders do need power. The executive powers given to university presidents in the United States extend far beyond those conferred on European rectors, although vice chancellors in the United Kingdom are becoming more assertive. The world's outstanding research universities are located in the United States. These top institutions outperform their European counterparts. Presidents having adequate clout in meritocratic organizations may explain some of this difference.

Driving superior returns through strategic alignment in oil and gas

In the past decade, Australia has enjoyed significant investment in its LNG, gas and oil projects, with the combined value of projects at the publicly announced stage totalling A$197 billion. The cost of developing new LNG, gas and oil projects has escalated in the past 10 years, making Australia less competitive with locations such as North America and East Africa. The higher costs mean that many proposed projects, especially greenfield developments, will not reach a final investment decision. In this constrained investment environment, it is important for oil and gas companies to execute strategies that earn a strong return on the capital they employ. More than 200 Australian and Asian energy and resources executives were asked to rate their company’s strategic execution capability; this revealed that oil and gas companies that have strategically-aligned operating models earn higher returns on capital employed (ROCE). It was found that while 79% of respondents believe their organisations have the correct strategy in place, only 55% believe their organisation is executing their strategy well now. The research revealed that highly aligned oil and gas organisations are three times more likely to be executing successfully than their less aligned peers. Overall, the results imply that top teams who clearly align behind a strategy and successfully translate its intent throughout their organisations make better use of their invested capital. The level of strategic alignment is a key question for both oil and gas investors and company executives.

"Top Team Cohesion, Transformational Leadership, and Employee Turnover Intentions"

Researchers have demonstrated organizational benefits of a Top Management Team (TMT) that works together as a cohesive team, but little insight exists whether TMT cohesion also matters for the orga...

Defense performance analysis: social network analysis

This article discusses about the defense performance analysis of rugby union and introduces some analysis approaches. Rugby World Cup is a rugby union tournament contested every four years between the top international teams and is one of the largest international sporting events in the world, like FIFA-WC, The Olympic Games and the Tour de France. The Seventh tournament is going to held in Japan in 2019. After watching the three evidences, we will present some analytical approaches. Data were derived from 20 matches of close and balanced scores (under 20 points: results from cluster analysis according to game final score differences of 40 pool matches in 2011RWC). In these day’s rugby union games, the point balance under 20 points might be comparatively valid value as closed game. Double tackle contributor’s mapping by force-directed placement (degree centrality) at 2011 Rugby World Cup close games in pool matches. Centering Resonance Analysis would be one strong tool for understanding the total relationship structure of network graph, especially when the numbers of vertex has increased and complicated. Network analysis would be one cruel for understanding the complex sport scenes. We hope to keep discussing over the 2019 RWC / 2020 Tokyo Olympic games. we desire for making sport family in whole world and of course in Asian Friends.

Rank-Order Tournaments, Probability of Winning and Investing in Talent: Evidence from Champions League Qualifying Rules

We analyse how a change in the probability of winning a tournament affects an agent's effort using the qualification rules for entry into the group and playoff stages of the UEFA Champions' League. Our results suggest that increasing the number of slots that a national league gets in the Champions' League leads to increases in investment in talent ex ante. This effect is largest among the teams that in the previous season just failed to qualify. This suggests that changes in prize structure leads to changes in investment decisions amongst those clubs most affected at the margin. However, we also find that incumbent teams that have already qualified for the Champions' League simultaneously raise their efforts, consistent with the occurrence of an arms race among top European football teams.

System of motivation of top management for the implementation of the development strategy

The article sets out to discuss such important problem as the compensation plans of top management team at the corporate level. The author suggests an original approach for designing the strategic compensation system for top team members. The article reveals distinction between ordinary and strategic compensation systems.

Lean practices for quality results: a case illustration.

Increasingly, healthcare providers are implementing lean practices to achieve quality results. Implementing lean healthcare practices is unique compared to manufacturing and other service industries. The purpose of this paper is to present a model that identifies and defines the lean implementation key success factors in healthcare organisations. The model is based on an extant literature review and a case illustration that explores actual lean implementation in a major USA hospital located in a Midwestern city (approximately 300,000 people). An exploratory/descriptive study using observation and follow-up interviews was conducted to identify lean practices in the hospital. Lean practice key drivers include growing elderly populations, rising medical expenses, decreasing insurance coverage and decreasing management support. Effectively implementing lean practices to increase bottom-line results and improve organisational integrity requires sharing goals and processes among healthcare managers and professionals. An illustration explains the model and the study provides a sound foundation for empirical work. Practical implications are included. Lean practices minimise waste and unnecessary hospital stays while simultaneously enhancing customer values and deploying resources in supply systems. Leadership requires clear project targets based on sound front-end planning because initial implementation steps involve uncertainty and ambiguity (i.e. fuzzy front-end planning). Since top management support is crucial for implementing lean practices successfully, a heavyweight manager, who communicates well both with top managers and project team members, is an important success factor when implementing lean practices. Increasingly, green orientation and sustainability initiatives are phrases that replaced lean practices. Effective results; e.g. waste reduction, employee satisfaction and customer values are applicable to bigger competitive challenges arising both in specific organisations and inter-organisational networks. Healthcare managers are adopting business practices that improve efficiency and productivity while ensuring their healthcare mission and guaranteeing that customer values are achieved. Shared understanding about complex goals (e.g. reducing waste and enhancing customer value) at the front-end is crucial for implementing successful lean practices. In particular, this study shows that nursing practices, which are both labour intensive and technology enabled, are good candidates for lean practice.

Gate-Sharing and Talent Distribution in the English Football League

Using a database of the movements of more than 2,000 professional footballers in the top two divisions of the English Football League between 1969 and 1995, this article examines the impact on talent distribution via the movement of players after abolition of gate revenue sharing in 1983. We compare the results with the predictions of the Walrasian and Nash theoretical models presented in the sports economics literature. Our key finding is that the termination of gate revenue sharing brought about increased rates of transfers of quality players towards top division teams. We also find that there is an increased probability that better quality players will be transferred within divisions to bigger teams. These results go against one of the main theoretical predictions of the sports economics literature – that gate sharing will have no effect on competitive balance. Instead, they offer support for models based on win maximisation rather than profit maximisation.

Ruck-Play as Performance Indicator during the 2010 Six Nations Championship

The contest for possession has resulted in ball release delays. Accordingly the International Rugby Board amended the laws surrounding the ruck area in 2009. The study objective was to determine if a relationship exists between the ruck outcomes and ranking of the 2010 Six Nations Championship teams, establish differences between locations, compare the top to the bottom ranked teams and if the number of players involved influences ruck outcome. Fifteen 2010 Six Nations Championship matches were analysed by a performance analyst. Of the 1479 rucks, 92% retained the ball successfully, with no difference between the ruck success rate and team ranking, regardless if teams were attacking (p=0.74) or defending (p=0.95). Generally four players were involved during rucks. The players involved during unsuccessful and successful retention of the ball differed (p=0.03, d=0.21). Attackers involved mostly two players (50%), whereas defenders had typically one player (68%). Attacking teams were particularly successful, in retaining possession, if they had one more attacker involved than the defenders (p<0.05). Most rucks formed in zone B and fewer rucks were formed by top teams. Training programs should adapt to accommodate law changes.

Top soccer teams in cyberspace: Online channels for services, communications, research, and sales

For more than a decade, professional sports teams have mainly used their own websites as online vehicles in support of marketing efforts in services, communications, research and sales. Meanwhile, social media and mobile computing have been added to the mix of online as a response to raised service expectations and changing functional requirements for digital online presence and interaction, which has important implications for the marketing success of any professional team. We studied the cyberspace presence and appearance of four leading soccer teams in Europe and particularly looked at the mix of official team websites, social media and mobile applications. Following the methodology of previous studies on the subject, we used the TEDS framework for information artifact evaluation from a ‘human agent-centric’ perspective and extended this analytical approach to also include social media and mobile channels. Our results suggest that the new channels of social and mobile media have seemingly gained in importance putting the traditional websites to the backseat in the mix. However, in all four cases the integration of cyberspace channels appears to be in its infancy leaving much room for improvement from both a marketing perspective and an information artifact standpoint.

A Violent Response to Changing the Rules of the Game: The Case of “The Split” in Scottish Premier League Soccer

The Scottish Premier League features the “split,” in which the league separates into two divisions after 33 games. This paper tests whether club behavior related to aggressive play is affected by the split. Our results indicate that there is no difference in the way bottom and top teams use normal fouls during post-split games. However, teams in the top division experience more yellow-card fouls after the split than teams in the bottom division. Thus, the split appears to influence the behavior of teams in the top and bottom divisions differentially with respect to more serious misconduct and aggression.

Financial fair play in European football

In 2010 UEFA, the governing body of European football, announced a set of financial restraints, which clubs must observe when seeking to enter its competitions, notably the UEFA Champions League. We analyse the financial and sporting impact of these ‘Financial Fair Play’ (FFP) regulations in four major European football leagues. We first discuss the details of FFP and frame these regulations in the institutional set-up of the European football industry. We then show how the break-even constraint embedded in FFP could substantially reduce average payrolls and wage-to-turnover ratios, while strengthening the position of the traditional top teams. Since the benefits of the break-even rule to consumers remain unclear, we argue that these rent-shifting regulations might fall foul of European competition law. — Thomas Peeters and Stefan Szymanski

El trabajo en equipo empieza en la alta dirección: Predicar con el ejemplo

El trabajo en equipo empieza en la alta dirección: Predicar con el ejemplo

NDCS top team taught the merits of online training

Purpose – Explains that the National Deaf Children's Society introduced e-learning when a lack of resources made it difficult to support all staff using a traditional training approach. Design/methodology/approach – Considers how executive-board members, many of whom had little or no experience of online learning, were won over to the cause. Findings – Details how two pilot programs were organized and how their results helped to convince board members to introduce online learning throughout the organization. Practical implications – Furnishes top tips for getting board members to support e-learning. Social implications – Highlights how charities, which generally lack the resources for major training initiatives, can benefit from the introduction of online learning. Originality/value – Provides the inside story of how a small, dedicated team helped to win the support of board members who were initially lukewarm to e-learning, and won a Charity Learning Award prize into the bargain.

When much more of a difference makes a difference: Social comparison and tournaments in the CEO's top team

We integrate the seemingly contradictory theoretical predictions of behavioral and economic perspectives about the relationship between pay disparity and firm performance and show that tournament and social comparison theories are more supplementary than contradictory in nature. Our results show that high levels of firm performance will be found around either meaningfully low or meaningfully high levels of pay disparity. Additional findings indicate that this curvilinear relationship is weakened in the presence of both an heir apparent and high CEO power, and strengthened when top management team members are more eligible as CEOs. These findings suggest that factors that increase or inhibit social comparison or tournament perceptions among TMT members play a role in the strength of the curvilinear relationship between pay disparity and firm performance. Copyright © 2013 John Wiley & Sons, Ltd.

Defensive transition in soccer – are prompt possession regains a measure of success? A quantitative analysis of German Fußball-Bundesliga 2010/2011

The aim of the study was to evaluate the time required by German Bundesliga soccer teams to recover ball possession – which was operationalised as defensive reaction time – and identify both the differences between top teams and the rest of the league and the influence of match status on the aforementioned indicator. Therefore, teams were classified into 3 distinct groups according to their final league position: top, in-between and bottom. In total, all 306 games of the season 2010/2011 were analysed post-event. Top teams recovered ball possession quickest after losing it in comparison to the other groups and demonstrated lower defensive reaction times (approximately 1 s in each match status) compared to the remaining teams. Moreover, all groups showed the lowest defensive reaction times when trailing. The results of this study imply that recovering ball possession as quickly as possible after losing possession was an important determinant of successful defensive performance in German Bundesliga season 2010/2011. Further, the current score seemed to be highly influential on the defensive reaction time. The implications of the results for future research, especially considering opponent interactions, are critically discussed.