Norwegian sports federations' organizational culture and national team success

Existing literature on the global arms race of elite sport policy suggests that homogenisation and standardisation dominate the international scene. In the present article, we challenge this thesis as we delineate Norwegian Sports Federations' organisational culture and how it works within the elite system to produce international achievements. Leaning theoretically on cultural sociology and organisation culture, we interviewed nine sport directors regarding the liaison between the federation and the national team. We identified two attributes that characterise the work of the sport directors and influenced the culture: dedication to the job, encompassing sacrifices and a sense of privilege, and closeness to the sport, the external support, as well as the coaches, athletes and support staff. In the findings, we elaborate on three key qualities of the culture. First, development orientation in everything, including how results are viewed as a by-product arising from following a process, their focus and commitment on plans, topped with practices of reflection and learning. A hard-working team environment and egalitarian structures enact this development orientation. The hard-working team environment includes clear and complementary roles, competent personnel and support for each other's work. The egalitarian structure leans on shared values and absence of hierarchy that makes open dialoguing possible. Most likely, through dialogues team members challenge each other and existing knowledge and practices to reach the desired development. In the light of these findings, we discuss how Norway's organisational culture appears to put its signature in the global arms race by blending the elite sport demands with the egalitarian national culture.