Table 3 Socio-ideological and... | Emerald Publishing

Table 3

Socio-ideological and technocratic forms of control in the talent development process

	Sport unit at WCC	On a league level	Business unit at WCC
Socio-ideological controls – “Attempts to control worker mindsets” (Alvesson and Kärreman, 2004, p. 425)	• Vision, mission and core values of the club • Play an attractive football mantra • Part of player development plans (used for self-monitoring and communication with coaches) • Weekly meetings among coaches to socialize them in playing style	• Governance documents with descriptions of core values of talent development defined by the Swedish Sport Confederation • Norms and values described in the Swedish Football Association's Youth Club Certification • Norms and values in Swedish Elite Football's Academy Certification	• Lack of socio-ideological controls as WCC's vision, mission and core values did not translate into business activities
Technocratic controls – “Attempts to directly control worker behavior” (Alvesson and Kärreman, 2004, p. 425)	• Structuring the talent development process in three phases • Training manual • Match statistics • Specific budget for the academy • Part of individual talent development plan (used by coaches to define development standards) • Standards for coaches to yield two talent players per year for first team	• Defined age thresholds for selection to national team and representation through agents • Performance metrics defined in the Swedish Football Association's Youth Club Certification • Performance metrics defined in Swedish Elite Football's Academy Certification • Subsidizing talent development at clubs depending on score in the certifications • Benchmarking with scores of other certified clubs	• General sales goals and “unrealistic” targets, not broken down • Vague budget with limited follow-up • High turnover of senior management • Limited guidelines for how individuals should collaborate

	Sport unit at WCC	On a league level	Business unit at WCC
Socio-ideological controls – “Attempts to control worker mindsets” (Alvesson and Kärreman, 2004, p. 425)	• Vision, mission and core values of the club • Play an attractive football mantra • Part of player development plans (used for self-monitoring and communication with coaches) • Weekly meetings among coaches to socialize them in playing style	• Governance documents with descriptions of core values of talent development defined by the Swedish Sport Confederation • Norms and values described in the Swedish Football Association's Youth Club Certification • Norms and values in Swedish Elite Football's Academy Certification	• Lack of socio-ideological controls as WCC's vision, mission and core values did not translate into business activities
Technocratic controls – “Attempts to directly control worker behavior” (Alvesson and Kärreman, 2004, p. 425)	• Structuring the talent development process in three phases • Training manual • Match statistics • Specific budget for the academy • Part of individual talent development plan (used by coaches to define development standards) • Standards for coaches to yield two talent players per year for first team	• Defined age thresholds for selection to national team and representation through agents • Performance metrics defined in the Swedish Football Association's Youth Club Certification • Performance metrics defined in Swedish Elite Football's Academy Certification • Subsidizing talent development at clubs depending on score in the certifications • Benchmarking with scores of other certified clubs	• General sales goals and “unrealistic” targets, not broken down • Vague budget with limited follow-up • High turnover of senior management • Limited guidelines for how individuals should collaborate