WILSON, Robert, PLUMLEY, Daniel and FLINT, Stuart (2019). Making sense of the sack race: the impact of managerial change in the English Football League. Sport, Business and Management: An International Journal.
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24642:533601
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Plumley_MakingSenseOf(AM).pdf - Accepted Version
Available under License Creative Commons Attribution Non-commercial.
Plumley_MakingSenseOf(AM).pdf - Accepted Version
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Abstract
Purpose
This paper examines the effect of managerial change in the English football industry. Our
theoretical discussion covers three contrasting concepts that attempt to explain the association
between manager change and organisational performance (scapegoating theory, viciouscircle theory and tenure and life-cycle theory).
Design/Methodology/Approach
Data was collected for the four main English Football Leagues between 2000/01 and
2015/16. A total of 2,816 football matches were included in the study and during this time
525 instances of managerial change were observed. Analysis was conducted using relevant
statistical techniques to examine the impact of managerial change on performance.
Findings
The results show significant differences in all four English Football Leagues when
considering teams who make a managerial change and those who do not. Further analysis
revealed that a managerial change is more beneficial for clubs in the bottom half of the
league, particularly for the English Premier League.
Originality/Value
The implications for clubs competing in English football are clear when considering the
strategic direction of the club in respect of managerial change and its impact on team
performance. Yet, our findings come with a warning. The findings do not infer direct cause
and effect here and any board decision should consider additional factors other than sporting
performance before deciding to sack their manager.
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