Business intelligence: How sport scientists can support organization decision making in professional sport

Ward, P; Windt, J; Kempton, T

Business intelligence: How sport scientists can support organization decision making in professional sport

Ward, P Windt, J Kempton, T

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Publication Type:: Journal Article
Citation:: International Journal of Sports Physiology and Performance, 2019, 14 (4), pp. 544 - 546
Issue Date:: 2019-01-01

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Field	Value	Language
dc.contributor.author	Ward, P	en_US
dc.contributor.author	Windt, J	en_US
dc.contributor.author	Kempton, T	en_US
dc.date.accessioned	2020-03-15T23:53:14Z
dc.date.available	2020-03-15T23:53:14Z
dc.date.issued	2019-01-01	en_US
dc.identifier.citation	International Journal of Sports Physiology and Performance, 2019, 14 (4), pp. 544 - 546	en_US
dc.identifier.issn	1555-0265	en_US
dc.identifier.uri	http://hdl.handle.net/10453/139315
dc.description.abstract	© 2019 Human Kinetics, Inc. The application of scientific principles to inform practice has become increasingly common in professional sports, with increasing numbers of sport scientists operating in this area. The authors believe that in addition to domain-specific expertise, effective sport scientists working in professional sport should be able to develop systematic analysis frameworks to enhance performance in their organization. Although statistical analysis is critical to this process, it depends on proper data collection, integration, and storage. The purpose of this commentary is to discuss the opportunity for sport-science professionals to contribute beyond their domain-specific expertise and apply these principles in a business-intelligence function to support decision makers across the organization. The decision-support model aims to improve both the efficiency and the effectiveness of decisions and comprises 3 areas: data collection and organization, analytic models to drive insight, and interface and communication of information. In addition to developing frameworks for managing data systems, the authors suggest that sport scientists’ grounding in scientific thinking and statistics positions them to assist in the development of robust decision-making processes across the organization. Furthermore, sport scientists can audit the outcomes of decisions made by the organization. By tracking outcomes, a feedback loop can be established to identify the types of decisions that are being made well and the situations where poor decisions persist. The authors have proposed that sport scientists can contribute to the broader success of professional sporting organizations by promoting decision-support services that incorporate data collection, analysis, and communication.	en_US
dc.relation.ispartof	International Journal of Sports Physiology and Performance	en_US
dc.relation.isbasedon	10.1123/ijspp.2018-0903	en_US
dc.subject.classification	Sport Sciences	en_US
dc.subject.mesh	Humans	en_US
dc.subject.mesh	Decision Support Techniques	en_US
dc.subject.mesh	Sports	en_US
dc.subject.mesh	Decision Making, Organizational	en_US
dc.subject.mesh	Efficiency, Organizational	en_US
dc.title	Business intelligence: How sport scientists can support organization decision making in professional sport	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	14	en_US
utslib.for	1106 Human Movement and Sports Sciences	en_US
utslib.for	1116 Medical Physiology	en_US
utslib.for	1701 Psychology	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Health
pubs.organisational-group	/University of Technology Sydney/Provost
pubs.organisational-group	/University of Technology Sydney/Provost/Jumbunna
utslib.copyright.status	closed_access
pubs.issue	4	en_US
pubs.publication-status	Published	en_US
pubs.volume	14	en_US

Abstract:

© 2019 Human Kinetics, Inc. The application of scientific principles to inform practice has become increasingly common in professional sports, with increasing numbers of sport scientists operating in this area. The authors believe that in addition to domain-specific expertise, effective sport scientists working in professional sport should be able to develop systematic analysis frameworks to enhance performance in their organization. Although statistical analysis is critical to this process, it depends on proper data collection, integration, and storage. The purpose of this commentary is to discuss the opportunity for sport-science professionals to contribute beyond their domain-specific expertise and apply these principles in a business-intelligence function to support decision makers across the organization. The decision-support model aims to improve both the efficiency and the effectiveness of decisions and comprises 3 areas: data collection and organization, analytic models to drive insight, and interface and communication of information. In addition to developing frameworks for managing data systems, the authors suggest that sport scientists’ grounding in scientific thinking and statistics positions them to assist in the development of robust decision-making processes across the organization. Furthermore, sport scientists can audit the outcomes of decisions made by the organization. By tracking outcomes, a feedback loop can be established to identify the types of decisions that are being made well and the situations where poor decisions persist. The authors have proposed that sport scientists can contribute to the broader success of professional sporting organizations by promoting decision-support services that incorporate data collection, analysis, and communication.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/139315