1. Centralization in National High-Performance Sports Systems: Reasons, Processes, Dimensions, Characteristics, and Open Questions
- Author:
- Wolfgang Maennig
- Publication Date:
- 01-2023
- Content Type:
- Working Paper
- Institution:
- Chair for Economic Policy, University of Hamburg
- Abstract:
- Centralization provides for the bundling of tasks that are relevant to the achievement of an institution's goals. Centralization is discussed in almost all areas of life: For example, in politics (more centralized structures in France vs. more decentralized structures in Germany), in economics (centrally planned organization as in the former COMECON-Countries), decentralized decision-making at the individual level in market economies), and at the corporate level. Objects of centralization can be, for example, decision-making processes, products, personnel and customer groups. In some cases, the aim is to centralize (only) certain objects, while other activities are to remain decentralized, for example. In some cases, centralization in some areas virtually necessitates decentralization in others: For example, centralization by product usually leads to decentralization by sales area. Synergy effects, specialization advantages and, ultimately, cost degression effects are cited as benefits or advantages of more centralization; duplication of work and infrastructure can be avoided. Decision-making processes can be accelerated and simplified – subordinate or geographically distant units do not participate in the decision-making process. Unified concepts and strategies can be better enforced. “Density effects" must also be taken into account: There often are positive spill-over effects between people with related activities, for example, due to imitation and learning effects, but also due to the exchange of experience, which leads to an increase in the productivity of those involved. However, the decentralization tendencies that have emerged as a result of the Corona pandemic, for example through homeworking, partly question this finding. One of the disadvantages of centralization is that large centralized companies have high demands on information and decision-making systems because the experience, problems and ideas for solutions that arise decentrally have to reach the decisionmakers and therefore often (but not always) react more slowly to external changes. Less consideration may be given to regional peculiarities. Due to the standardization usually associated with centralization the scope for adaptation to specific circumstances may be lost. Centralization can increase the distance of decision-makers from "grassroots" concerns. The non-central units can suffer from devaluation, delegitimization, and demotivation, possibly associated with a long-term decrease of activities. The restricted competition of ideas can lead to a long-term decline in competitiveness, since the reduced competencies of the decentralized employees can inhibit their individual performance development. Centralization leads to a greater burden on central decisionmakers because the quantity and complexity of decisions increase. Individuals affected by centralization (in a different location) may experience family relocation problems and additional financial problems. The Corona pandemic and the current China discussion have brought additional arguments into the discussion with contagion risks for (too) many and (too) strong dependencies/blackmail possibilities on centralized procurement. And Ukraine's energy supply, which is based on relatively few large nuclear power plants, illustrates the possible increased susceptibility of certain centralized structures to crises.
- Topic:
- Sports, Economic Policy, Olympics, and Centralization
- Political Geography:
- Europe, Germany, and Global Focus