Leandro Mazzei Public Defence 26-01-2016

University of So Paulo
School of Physical Education and Sport

Doctoral Program in Physical Education
Public defence
26/01/2016
PhD student
Leandro Carlos Mazzei
Jury Members
Prof. Dr. Maria Tereza Silveira Bhme (EEFE-USP) promotor

Prof. Dr. Veerle De Bosscher (VUB) promotor
Prof. Dr. Jikkemien Vertonghen (VUB)
Prof. Dr. Claudio Miranda da Rocha (EEFERP-USP)
Prof. Dr. Leonardo Jos Mataruna dos Santos (Coventry University)
High-performance Judo:
Organizational factors influencing the
international sporting success
PhD student
Leandro Carlos Mazzei
Promotors
Prof. Dr. Maria Tereza Silveira Bhme (EEFEUSP)
Prof. Dr. Veerle De Bosscher (VUB)
Presentation
Introduction
Objective
Brief of Theoretical background
Research design
PHASE 1: Identification of the organizational factors influencing the international sporting success in
high-performance Judo
PHASE 2 Questionnaire development

PHASE 3 - Generalisation of the organizational factors influencing the international sporting success
in high-performance Judo
Final considerations and conclusions
Introduction and Objective
Introduction
The international high-performance sport shows two major trends in the past years.
1. An increasing number of countries that are seeking success in major world sporting events;
2. An increasing number of countries that developed the ability to win medals in the international
context
(SHIBLI; BINGHAM; HENRY, 2007; SHIBLI et al., 2013)
In the international high-performance sport there are few winners and many losers;
However, some nations are on the path to international sporting success and others are not
(DIGEL, 2005)
Introduction
Researchers and managers explain the international sporting success achieved by some
countries and not by others???
There are several studies
describe the organization of sport systems in different countries,

analyse common characteristics in different national sports policies and
identify determinants of the international sporting success
(ANDERSEN; RONGLAN, 2012; BERGSGARD et al., 2007; BROUWERS; SOTIRIADOU; DE BOSSCHER, 2015; DE BOSSCHER et
al., 2006, 2008, 2015; DIGEL, 2005; GREEN; HOULIHAN, 2005; GREEN; OAKLEY, 2001; HOULIHAN; GREEN, 2008; MADELLA;
BAYLE; TOME, 2005; SOTIRIADOU; GOWTHORP; DE BOSSCHER, 2013; TRUYENS et al., 2014)
Introduction
Although with different objectives and different methodological approaches, most of these
studies had analyzed or compared sport systems
Each country has its own sport system, in which the high-performance sport policies are
implemented
and the organizations involved have to manage the necessary elements for achievement the
objectives that were previously defined
Introduction
Studies have further high-performance sport policies and key success factors of specific
sports
no nation can be competitive in everything, therefore nations may specialise in one or few sports
(BROUWERS; SOTIRIADOU; DE BOSSCHER, 2015; DE BOSSCHER et al., 2015; TRUYENS et al., 2014)
Specific sport characteristics influencing the development of sport at specific level,

as well as important factors explain international success in one sport
Etc.
Judo
This research uses Judo as the research object.
Why Judo?
Judo is considered as a popular sport in the world and an important Olympic sport
(NIEHAUS, 2006; NUNES, 2013; PESET et al., 2013)
Athletics
Swimming
Wrestling
Judo
Boxing
Shooting
Weightlifting
Gymnastics - Artistic
Rowing
Canoe Sprint
Taekwondo
Cycling - Track
Fencing
Sailing
Diving
Equestrian
Badminton
Tennis
Archery
Canoe Slalom
Cycling - Road
Table Tennis
Basketball
Beach Volleyball
Cycling - BMX
Cycling - Mountain Bike
Football
Gymnastics - Rhythmic
Gymnastics - Trampoline
Handball
Hockey
Modern Pentathlon
Synchronised Swimming
Triathlon
Volleyball
Water Polo
Judo
Since Barcelona 1992, there have been 56 Olympic medals awarded in Judo (one country can win
not more than 14 medals)
160
120
80
60
40
20
143
140
100
102
72
56 52
4545 4242
36 32 31 3030
24 18
1515 12121212
6 6 6 6 6 6 6 6 6 6 6 6 6 6
Some countries have Judo as a major investment target for their high-performance sport policies.
Judo
In 2009, the International Judo Federation (IJF) implemented a new world ranking system.
The current context of high-performance Judo requires professionalism in the development of

athletes and in the management of Judo sport policies
if the objectives are international sporting success
Objective
The objective of this research was to identify factors at an organizational level that influence
the sporting success in international high-performance Judo.
Organizational factors = the factors present in a system and can be managed by Judo organizations
Theoretical background
International Sporting Success Athletes
(ANDERSEN; RONGLAN, 2012; DIGEL, 2002, 2005; LYLE, 1997; SOTIRIADOU, 2013)
The term System
System Theory
ENVIRONMENT
INPUTS
OUTPUTS
PROCESSES
Resources
Results
Feedback
(CHELLADURAI, 2009; LYLE, 1997)
Sport policies (BERGSGARD et al., 2007; HOULIHAN; GREEN, 2008; HUMS; MACLEAN, 2008)
two types of researches were addressed
The first focuses the description of national sport policies and commonalities in the
organization of high-performance sport in different countries
(ANDERSEN; RONGLAN, 2012; BERGSGARD et al., 2007; GREEN; HOULIHAN, 2005; HOULIHAN; GREEN, 2008)
The second seeks to define the necessary factors (that can be directly managed by sports
policies), which leads to the international sporting success
(DE BOSSCHER et al., 2008, 2015; DIGEL, 2005; GREEN; OAKLEY, 2001).
SPLISS model
(DE BOSSCHER et al., 2006).
Research design
Sequential Exploratory Design

Phase 1
Phase 2
Qualitative
Data Collection
and Analysis
Phase 3
Instrument
Development
Quantitative
Data Collection
and Analysis
First Validation
Second Validation
Interpretation
Exploratory Sequential Design

Identification of the
organizational
factors influencing
to sporting success
in international Judo
33 Interviews
Content Analysis
Generalization of
the organizational
factors influencing
to sporting success
in international Judo
Content Validation
by Experts
406 Questionnaires
Exploratory Factor
Analysis
(CRESWELL; PLANO CLARK, 2011)
PHASE 1: Identification of the organizational factors influencing

the international sporting success in high-performance Judo
PHASE 1 - Instrument, Sample and data collection procedures

Instrument:
Semi-structured interviews
Sample and data collection procedures

Non-probabilistic and convenience
Athletes, coaches, performance directors and experts from the best 20 countries with the highest
score in Olympic Games from 1992 to 2012
Face-to-face and took place on three instances:

the 8th International Judo Research Symposium held on August 25th 2013 in Rio de Janeiro;
the second occurred during the 2013 Judo World Championships, in Rio de Janeiro from 26-31 August 2013;
and the third took place in the workplaces and/or training places of individuals from some European countries
PHASE 1 - Sample
Country
Belgium
Brazil
Cuba
France
Germany
Hungary
Italy
Japan
Netherlands
Russia
United States
Total
Athletes
Coaches
1
2
2
1
2
8
24.24%
2
1
1
1
1
2
8
24.24%
Performance
Directors
1
1
1
2
1
1
1
1
9
27.27%
Experts
Total
1
1
1
2
1
2
8
24.24%
2
6
5
4
3
2
1
3
1
1
5
33
100%
PHASE 1 - Sample profile
Gender
Male
Female
Athletes
(8)
Coaches
(8)
Performance
Directors
(9)
Experts
(8)
Age (average and

standard variation)
50%
50%
25,8
( 2,8)
100%
52,8
( 6,7)
89%
11%
47,9
( 9,9)
87,5%
12,5%
50,8
( 14,6)
Sporting level
Olympic
Education
50% graduate
25% post-graduate
12,5% undergraduate
12,5% high school
62,5% graduate
37,5% post-graduate
44,4% graduate
56,6% post-graduate
100% post-graduate
PHASE 1 - Data analysis

Content Analysis (BARDIN, 2011; KRIPPENDORFF, 2013; LI; PITTS; QUARTERMAN, 2008)
Deductive-inductive approach
Categorization: SPLISS model and System Theory
Conducted by two researchers
QSR NVivo version 10.0

Reliability Krippendorff's alpha agreement coefficient
PHASE 1 - Results
878 textual elements were identified.
11 categories and 44 subcategories,
established in accordance with the SPLISS model and with Systems Theory
Initial Krippendorffs Alpha of 0.48

moderate agreement level
1. Sport system,
organization and
structure (183)
2. Sport participation
at all levels (143)
3. Athletic career and

post career support
(120)
4. Financial
resources for Judo
(102)
5. Quality of teachers
and coaches (99)
6. Tradition, history
and cultural aspects
(59)
Sport System
Absolute number of
Judo players
Support for sufficient

dedication and
professional
possibilities
General funding
Quality of teachers at
the grassroots level
Success tradition
and role models
Teachers and
coaches
training programs
Popularity of Judo
Organization
Long-term Planning
Quality of young
Judokas
Professional staffs
Clear roles of Judo
Organizations
Quality of
Judo partners
International
internships and
training camps
Holistic support
Management
Structure
Post-career program
Communication and
Integration
Technical and tactical

support
Funds for
competitions
and training
Funds for athletes
Funds for
management
structure
Funds for coach
education
Funds for the
multidisciplinary team
Quality of elite
coaches
Professional
conditions
for teachers and
coaches
7. Events:
Competitions (58)
8. Training facilities
(38)
9. Governments,
Sponsors and Media
(35)
10. Talent
identification and
development (21)
International
competitions
Training centres
Government interest
Selection process
Compete
Local spaces for

practice
Media and
Sponsorship
Competition for
selection
Country location
Talents promotion
National calendar
and competition
structure
Host nation effect
Competitions at
grassroots level
Fighting spirit
History of Judo in the
country
High performance
culture
11. Scientific support

(20)
Applied research
(sport pedagogy and
technical/tactical,
physical training)
PHASE 1 - Discussion and Conclusions

11 categories dimensions
The 44 subcategories organizational factors influencing the international sporting success in
high-performance Judo
The SPLISS model pillars are applicable to the context of Judo

Influences of specific Judo characteristics in the organizational factors influencing the
international sporting success
Environment influence:
Tradition, History and Cultural aspects", and "Government (interest), sponsors and media".
Knowledge about high-performance sport systems, considering a specific sport
Environment
Tradition, History and
Cultural aspects
Government,
Sponsorship and Media
Training
facilities
Events: Competitions
Scientific support
Financial resources
for Judo
Athletes with
international
success
Sport System,
Organization and
Structure
(Olympic)
Medals
Sport participation
at all levels
Quality of
Teachers /
Coaches
Inputs /
Resources
Talent identification and

development
Processes
Athletic career and post

career support
Outputs /
Results
Judo Organizational Factors Influencing the International Sporting Success* JUDO-OFIISS model
PHASE 2 Questionnaire development
PHASE 2 - Questionnaire development

"General Data
samples profile
"Organizational Factors."
What are, according to your opinion, important factors in organizational terms for nations to be
successful in international Judo competitions?
52 items in which the individuals had to choose options

on a 7-point Likert scale, ranging from nothing important to very important
Full questionnaire: "Organizational factors influencing the international sporting success in

high-performance Judo"
PHASE 2 - Questionnaire validation procedures

Content Validation (ANDREW; PEDERSEN; MCEVOY, 2011; DEVELLIS, 2012; ZAMBALDI; COSTA; PONCHIO, 2014)
Semantic / adequacy
Relevance / importance
Conducted by experts / judges
PHASE 2 - Expert sample, Procedures and Data analysis

Expert
1
2
3
4
5
6
Education and activities in Judo

PhD and research / international publications involving high performance Judo
PhD and research / publications related to the validation of research instruments
Master and grassroots Judo
Master and high performance Judo Brazilian teams (Olympic medallist)
Experience
12 years
08 years
08 years
08 years
20 years
30 years
Procedures
a) perform the semantic / adequacy and relevance / importance evaluation of the 52 items
b) to answer the questionnaire, which served as a pilot test
c) perform their final opinion about the questionnaire
Data analysis
Average, standards deviation and the Coefficient of Content Validity (CCV) (HERNNDEZ-NIETO, 2002)
PHASE 2 - Results and Conclusions

Semantic / adequacy CCV = 0.87
Eight items were changed accordingly with the experts indications
Corrections
Relevance / importance CCV = 0.92

Five items had lower evaluations, CCV below the minimum required
Decided to maintain all the items in the questionnaire final version
Validation in the Phase 3
No difficulties were reported

The experts validated the questionnaire
PHASE 3 - Generalisation of the organizational factors influencing

the international sporting success in high-performance Judo
PHASE 3 Instrument and Sample

Instrument:
Organizational Factors Influencing the International Sporting Success in high performance Judo
questionnaire, developed in Phase 2
Sample
Non-probabilistic and convenience of
BRAZILIAN Athletes, coaches, performance directors and experts
Criteria:
(1) older than 18;
(2) to be part of national Judo teams; or of the main Brazilian Judo clubs;
or be active participants in the Centre for Excellence in Judo, located in So Paulo
PHASE 3 - Data collection procedures

Between January and May 2015
Athletes, coaches, performance directors, and experts answered the questionnaire jointly
The researcher was available to clarify any doubts
Prizes offered
PHASE 3 - Sample
Sub 21 and Sub 18 Brazilian

teams
Minas Tnis Clube
SOGIPA
E. C. Pinheiros
A. D. So Caetano
Instituto Reao
A. D. Santo Andr
SESI
G. R. Barueri
Osasco
Centre of Excellence
Outros
Total
Athletes
Coaches
Performance
Directors
Experts
Total
40
43
16
23
42
27
30
15
33
21
13
31
37
328
80.79%
1
4
3
2
3
3
4
6
2
10
16
56
13.79%
3
1
1
1
1
2
10
2.46%
2
1
1
1
2
2
3
12
2.96%
19
30
47
30
34
19
37
29
17
43
58
406
100%
PHASE 3 - Sample profile

Gender
Male
Female
Age (average)
Sporting level
Education
50,0%
43,9%
45,0%
40,0%
40,0%
33,3%
35,0%
Athletes
(328)
35,0%
30,0%
30,0%
65.4%
34.6%
22.7
( 6.5)
20,0%
5,0%
0,0%
High school
incomplete
University
student
Graduate
Post-graduate
38.3
( 10.2)
24,6%
22,8%
25%
8.8%
Mdio
Incompleto
Mdio
Universitrio
Graduado
Post-graduado
57,2%
50%
25,1%
30%
15%
20%
5%
10%
0%
0%
No answer
Expert
(12)
Fundamental
40%
17,5%
20%
10%
Performanc
e Directors
(10)
0,0%
60%
30%
91.2%
1,5%
70%
35,1%
35%
Coaches
(56)
6,7%
10,0%
1,8%
High school
11,9%
15,0%
7,0%
10,0%
15,9%
20,0%
14,0%
15,0%
40%
21,4%
25,0%
25,0%
5,0%
41,9%
45,0%
100%
66.7%
33.3%
49.8
34.9
( 11.8)
( 6.6)
State
National
International
13,5%
4,3%
No answer
State
National
International
20.0% State level

80.0% International level
40.0% graduate
60.0% post-graduate
100% post-graduate
(50% PhD, 8% Master)
(42% Specialist)
PHASE 3 - Data analysis

Preliminary analysis
a) the analysis of the missing data
b) descriptive analysis (averages and standard deviation) of the variables
c) the univariate analysis of variance (ANOVA) among the average responses of the 328 athletes, 56
coaches, 10 managers, and 12 experts and
d) normality, homoscedasticity, the existence of linear relationships among the variables, the KaiserMeyer-Olkin index (KMO) and the sphericity test (Bartlett's test)
Exploratory Factor Analysis (EFA) (HAIR et al., 2006)
The number of factors obtained eigenvalues greater than or equal to one

Rotational method orthogonal VARIMAX was applied.
Communality values greater than 0.40
Factor loadings values greater than 0.30
Reliability Cronbach's alpha coefficients (values above 0.60)
SPSS for Windows version 20.0 was used.
PHASE 3 - Results
a) Missing data - 0% and 1.5% in the 52 variables
99% of the individuals 0% and 9.6% of missing data
No replacement procedure,
maintain the integrity of the data
b) Averages minimum 5.7 , maximum 6.7

Standard deviation minimum 0.7 , maximum 1.4
c) the univariate analysis of variance (ANOVA) among the average responses of the 328 athletes, 56
coaches, 10 managers, and 12 experts and
No significant differences were observed
PHASE 3 - Results
Normality not observed
Homoscedasticity 45 (86%) variables exhibited this characteristic
The relationships among the variables OK
Kaiser-Meyer-Olkin index (KMO) 0.94
Sphericity test (Bartlett's test) 11046.50 (0,00 sig)
Items
Subcategories
I25
Funds for the multidisciplinary team
I24
Funds for athletes
I26
Holistic support for athletes
I35
Government interest
I37
Sponsorships
I17
Internships and training camps
I47
Support and professional possibilities
I27
Post-career program
I09
Training centres
I36
Media
I34
Applied research (Match Analysis)
I21
International competitions
I28
Technical and tatical support
I41
Professional conditions for teachers and coaches
I10
Sport System
I11
Organization
I13
Professional staffs
I16
Communication and Integration among organizations
I14
Clear roles of Judo Organizations
I12
Long-term Planning
I15
Teachers and coaches training programs
I06
Quality of teachers in grassroots level
I07
Local spaces for training and practice
I33
Applied research (technical/tactical, physical training)
I45
History of Judo in the country
I43
Popularity
I44
Success tradition
I42
Role models (idols story)
I46
Fighting spirit
I40
High performance sport culture
I05
Quality of Judo partners
I03
Quantity of Judo athletes
I02
Quality of young Judokas
I04
General funding
I08
Quality of elite coaches
I29
Competition for selection talents
I30
Selection talents process
I31
Talents promotion
I32
Holistic support for talents
I19
Competitions at grassroots level (organization)
I49
Complete team in the Olympic Games
I50
Medals in World Ranking events
I51
Athletes with technical quality in the World Ranking
I52
Two athletes in each category qualified for Olympics
I48
Olympic medals
I23
Competitions at grassroots level (appropriate for ages)
I22
National calendar and competition structure
I20
Management Structure
I38
Host nation effect
I39
Country location
I18
Compete
I01
Absolute amount of Judo players
KMO = 0,94 - Bartlett's Test: 11046,506 (Sig. = 0,000) - Eigenvalues
Percentage of variance explained
Cumulative %
Cronbach's alpha
1
0,75
0,71
0,67
0,66
0,61
0,59
0,58
0,55
0,51
0,51
0,50
0,49
0,45
0,41
0,30
0,37
2
2
3
3
4
4
Factors
5
6
6
10
the First six factors 50.97% of the total variance

(63.49% was the total variance)
0,31
0,33
0,48
0,33
0,48
0,34
0,37
0,32
0,41
0,72
0,69
0,66
0,66
0,63
0,57
0,56
0,54
0,50
0,45
0,32
0,35
0,31
0,32
0,54
0,39
0,38
0,70
0,68
0,67
0,62
0,60
0,47
-0,44
0,38
0,77
0,73
0,71
0,53
0,48
0,48
0,43
0,44
0,31
0,70
0,66
0,57
0,48
0,43
0,34
0,42
0,75
0,70
0,69
0,68
0,54
0,60
0,58
0,37
0,33
0,35
0,34
0,36
18,14
12,63%
12,63%
0,93
2,80
11,16%
23,79%
0,90
2,43
7,58%
31,37%
0,81
0,37
0,34
0,40
2,25
6,79%
38,15%
0,79
0,32
0,35
0,52
0,48
0,63
1,51
6,50%
44,65%
0,82
1,37
6,32%
50,97%
0,83
1,19
3,85%
54,82%
0,67
1,16
3,28%
58,10%
0,69
1,12
3,07%
61,17%
-
0,54
1,05
2,32%
63,49%
-
Comunalities
0,71
0,66
0,60
0,69
0,61
0,70
0,64
0,59
0,70
0,60
0,56
0,66
0,56
0,57
0,64
0,66
0,72
0,73
0,66
0,60
0,66
0,69
0,67
0,56
0,63
0,57
0,60
0,60
0,64
0,51
0,71
0,68
0,58
0,72
0,63
0,65
0,64
0,59
0,66
0,55
0,69
0,71
0,68
0,62
0,64
0,55
0,59
0,62
0,57
0,70
0,65
0,62
Items
Subcategories
I25
I24
Funds for athletes
I26
I35
Government interest
I37
Sponsorships
I17
I47
I27
Post-career program
I09
Training centres
I36
Media
I34
I21
I28
I41
I10
Sport System
I11
Organization
I13
Professional staffs
I16
I14
I12
Long-term Planning
I15
I06
I07
I33
I45
I43
Popularity
I44
Success tradition
I42
I46
Fighting spirit
I40
I05
I03
I02
I04
General funding
I08
I29
I30
I31
Talents promotion
I32
I19
I49
I50
I51
I52
I48
Olympic medals
I23
I22
I20
I38
Host nation effect
I39
Country location
I18
Compete
I01
Cumulative %
Cronbach's alpha
1
0,75
0,71
0,67
0,66
0,61
0,59
0,58
0,55
0,51
0,51
0,50
0,49
0,45
0,41
Factors
5
10
0,31
0,33
0,48
0,33
0,48
0,34
0,37
0,32
0,41
0,72
0,69
0,66
0,66
0,63
0,57
0,56
0,54
0,50
0,45
0,32
0,35
Factor 1 High-Performance Sport Climate 12.63% total variance, Cronbach's Alpha 0.93
0,30
0,37
0,31
0,32
0,54
0,39
0,38
0,70
0,68
0,67
0,62
0,60
0,47
0,77
0,73
0,71
0,53
0,48
0,48
0,43
0,44
-0,44
0,38
0,31
0,70
0,66
0,57
0,48
0,43
0,34
0,42
0,75
0,70
0,69
0,68
0,54
0,60
0,58
0,37
0,33
0,35
0,34
0,36
18,14
12,63%
12,63%
0,93
2,80
11,16%
23,79%
0,90
2,43
7,58%
31,37%
0,81
0,37
0,34
0,40
2,25
6,79%
38,15%
0,79
0,32
0,35
0,52
0,48
0,63
1,51
6,50%
44,65%
0,82
1,37
6,32%
50,97%
0,83
1,19
3,85%
54,82%
0,67
1,16
3,28%
58,10%
0,69
1,12
3,07%
61,17%
-
0,54
1,05
2,32%
63,49%
-
Comunalities
0,71
0,66
0,60
0,69
0,61
0,70
0,64
0,59
0,70
0,60
0,56
0,66
0,56
0,57
0,64
0,66
0,72
0,73
0,66
0,60
0,66
0,69
0,67
0,56
0,63
0,57
0,60
0,60
0,64
0,51
0,71
0,68
0,58
0,72
0,63
0,65
0,64
0,59
0,66
0,55
0,69
0,71
0,68
0,62
0,64
0,55
0,59
0,62
0,57
0,70
0,65
0,62
Items
Subcategories
I25
I24
Funds for athletes
I26
I35
Government interest
I37
Sponsorships
I17
I47
I27
Post-career program
I09
Training centres
I36
Media
I34
I21
I28
I41
I10
Sport System
I11
Organization
I13
Professional staffs
I16
I14
I12
Long-term Planning
I15
I06
I07
I33
I45
I43
Popularity
I44
Success tradition
I42
I46
Fighting spirit
I40
I05
I03
I02
I04
General funding
I08
I29
I30
I31
Talents promotion
I32
I19
I49
I50
I51
I52
I48
Olympic medals
I23
I22
I20
I38
Host nation effect
I39
Country location
I18
Compete
I01
Cumulative %
Cronbach's alpha
1
0,75
0,71
0,67
0,66
0,61
0,59
0,58
0,55
0,51
0,51
0,50
0,49
0,45
0,41
2
2
Factors
5
10
0,31
0,33
0,48
0,33
0,48
0,34
0,37
Factor 2 Sport System, Organization, and Structure 11.16% total variance, Cronbach's Alpha 0.90
0,30
0,37
0,32
0,41
0,72
0,69
0,66
0,66
0,63
0,57
0,56
0,54
0,50
0,45
0,35
0,31
0,32
0,54
0,39
0,38
0,70
0,68
0,67
0,62
0,60
0,47
-0,44
0,38
0,77
0,73
0,71
0,53
0,48
0,48
0,43
0,44
0,32
0,31
0,70
0,66
0,57
0,48
0,43
0,34
0,42
0,75
0,70
0,69
0,68
0,54
0,60
0,58
0,37
0,33
0,35
0,34
0,36
18,14
12,63%
12,63%
0,93
2,80
11,16%
23,79%
0,90
2,43
7,58%
31,37%
0,81
0,37
0,34
0,40
2,25
6,79%
38,15%
0,79
0,32
0,35
0,52
0,48
0,63
1,51
6,50%
44,65%
0,82
1,37
6,32%
50,97%
0,83
1,19
3,85%
54,82%
0,67
1,16
3,28%
58,10%
0,69
1,12
3,07%
61,17%
-
0,54
1,05
2,32%
63,49%
-
Comunalities
0,71
0,66
0,60
0,69
0,61
0,70
0,64
0,59
0,70
0,60
0,56
0,66
0,56
0,57
0,64
0,66
0,72
0,73
0,66
0,60
0,66
0,69
0,67
0,56
0,63
0,57
0,60
0,60
0,64
0,51
0,71
0,68
0,58
0,72
0,63
0,65
0,64
0,59
0,66
0,55
0,69
0,71
0,68
0,62
0,64
0,55
0,59
0,62
0,57
0,70
0,65
0,62
Items
Subcategories
I25
I24
Funds for athletes
I26
I35
Government interest
I37
Sponsorships
I17
I47
I27
Post-career program
I09
Training centres
I36
Media
I34
I21
I28
I41
I10
Sport System
I11
Organization
I13
Professional staffs
I16
I14
I12
Long-term Planning
I15
I06
I07
I33
I45
I43
Popularity
I44
Success tradition
I42
I46
Fighting spirit
I40
I05
I03
I02
I04
General funding
I08
I29
I30
I31
Talents promotion
I32
I19
I49
I50
I51
I52
I48
Olympic medals
I23
I22
I20
I38
Host nation effect
I39
Country location
I18
Compete
I01
Cumulative %
Cronbach's alpha
1
0,75
0,71
0,67
0,66
0,61
0,59
0,58
0,55
0,51
0,51
0,50
0,49
0,45
0,41
3
3
Factors
5
10
0,31
0,33
0,48
0,33
0,48
0,34
0,37
0,32
0,41
0,72
0,69
0,66
0,66
0,63
0,57
0,56
0,54
0,50
0,45
0,32
0,35
0,31
0,32
Factor 3 Tradition, History and Cultural aspects 7.58% total variance, Cronbach's Alpha 0.81
0,30
0,37
0,54
0,39
0,38
0,70
0,68
0,67
0,62
0,60
0,47
0,77
0,73
0,71
0,53
0,48
0,48
0,43
0,44
-0,44
0,38
0,31
0,70
0,66
0,57
0,48
0,43
0,34
0,42
0,75
0,70
0,69
0,68
0,54
0,60
0,58
0,37
0,33
0,35
0,34
0,36
18,14
12,63%
12,63%
0,93
2,80
11,16%
23,79%
0,90
2,43
7,58%
31,37%
0,81
0,37
0,34
0,40
2,25
6,79%
38,15%
0,79
0,32
0,35
0,52
0,48
0,63
1,51
6,50%
44,65%
0,82
1,37
6,32%
50,97%
0,83
1,19
3,85%
54,82%
0,67
1,16
3,28%
58,10%
0,69
1,12
3,07%
61,17%
-
0,54
1,05
2,32%
63,49%
-
Comunalities
0,71
0,66
0,60
0,69
0,61
0,70
0,64
0,59
0,70
0,60
0,56
0,66
0,56
0,57
0,64
0,66
0,72
0,73
0,66
0,60
0,66
0,69
0,67
0,56
0,63
0,57
0,60
0,60
0,64
0,51
0,71
0,68
0,58
0,72
0,63
0,65
0,64
0,59
0,66
0,55
0,69
0,71
0,68
0,62
0,64
0,55
0,59
0,62
0,57
0,70
0,65
0,62
Items
Subcategories
I25
I24
Funds for athletes
I26
I35
Government interest
I37
Sponsorships
I17
I47
I27
Post-career program
I09
Training centres
I36
Media
I34
I21
I28
I41
I10
Sport System
I11
Organization
I13
Professional staffs
I16
I14
I12
Long-term Planning
I15
I06
I07
I33
I45
I43
Popularity
I44
Success tradition
I42
I46
Fighting spirit
I40
I05
I03
I02
I04
General funding
I08
I29
I30
I31
Talents promotion
I32
I19
I49
I50
I51
I52
I48
Olympic medals
I23
I22
I20
I38
Host nation effect
I39
Country location
I18
Compete
I01
Cumulative %
Cronbach's alpha
1
0,75
0,71
0,67
0,66
0,61
0,59
0,58
0,55
0,51
0,51
0,50
0,49
0,45
0,41
4
4
Factors
5
10
0,31
0,33
0,48
0,33
0,48
0,34
0,37
0,32
0,41
0,72
0,69
0,66
0,66
0,63
0,57
0,56
0,54
0,50
0,45
0,32
0,35
Factor 4 Resources for International Success 6.79% total variance, Cronbach's Alpha 0.79
0,30
0,37
0,31
0,32
0,54
0,39
0,38
0,70
0,68
0,67
0,62
0,60
0,47
0,77
0,73
0,71
0,53
0,48
0,48
0,43
0,44
-0,44
0,38
0,31
0,70
0,66
0,57
0,48
0,43
0,34
0,42
0,75
0,70
0,69
0,68
0,54
0,60
0,58
0,37
0,33
0,35
0,34
0,36
18,14
12,63%
12,63%
0,93
2,80
11,16%
23,79%
0,90
2,43
7,58%
31,37%
0,81
0,37
0,34
0,40
2,25
6,79%
38,15%
0,79
0,32
0,35
0,52
0,48
0,63
1,51
6,50%
44,65%
0,82
1,37
6,32%
50,97%
0,83
1,19
3,85%
54,82%
0,67
1,16
3,28%
58,10%
0,69
1,12
3,07%
61,17%
-
0,54
1,05
2,32%
63,49%
-
Comunalities
0,71
0,66
0,60
0,69
0,61
0,70
0,64
0,59
0,70
0,60
0,56
0,66
0,56
0,57
0,64
0,66
0,72
0,73
0,66
0,60
0,66
0,69
0,67
0,56
0,63
0,57
0,60
0,60
0,64
0,51
0,71
0,68
0,58
0,72
0,63
0,65
0,64
0,59
0,66
0,55
0,69
0,71
0,68
0,62
0,64
0,55
0,59
0,62
0,57
0,70
0,65
0,62
Items
Subcategories
I25
I24
Funds for athletes
I26
I35
Government interest
I37
Sponsorships
I17
I47
I27
Post-career program
I09
Training centres
I36
Media
I34
I21
I28
I41
I10
Sport System
I11
Organization
I13
Professional staffs
I16
I14
I12
Long-term Planning
I15
I06
I07
I33
I45
I43
Popularity
I44
Success tradition
I42
I46
Fighting spirit
I40
I05
I03
I02
I04
General funding
I08
I29
I30
I31
Talents promotion
I32
I19
I49
I50
I51
I52
I48
Olympic medals
I23
I22
I20
I38
Host nation effect
I39
Country location
I18
Compete
I01
Cumulative %
Cronbach's alpha
1
0,75
0,71
0,67
0,66
0,61
0,59
0,58
0,55
0,51
0,51
0,50
0,49
0,45
0,41
0,30
0,37
Factors
5
10
0,31
0,33
0,48
0,33
0,48
0,34
0,37
0,32
0,41
0,72
0,69
0,66
0,66
0,63
0,57
0,56
0,54
0,50
0,45
0,32
0,35
0,31
0,32
0,54
0,39
0,38
0,70
0,68
0,67
0,62
0,60
0,47
-0,44
0,38
0,77
0,73
0,71
0,53
0,48
0,31
Factor 5 Sport Talent Development System 6.50% total variance, Cronbachs Alpha 0.82
0,48
0,43
0,44
0,70
0,66
0,57
0,48
0,43
0,34
0,42
0,75
0,70
0,69
0,68
0,54
0,60
0,58
0,37
0,33
0,35
0,34
0,36
18,14
12,63%
12,63%
0,93
2,80
11,16%
23,79%
0,90
2,43
7,58%
31,37%
0,81
0,37
0,34
0,40
2,25
6,79%
38,15%
0,79
0,32
0,35
0,52
0,48
0,63
1,51
6,50%
44,65%
0,82
1,37
6,32%
50,97%
0,83
1,19
3,85%
54,82%
0,67
1,16
3,28%
58,10%
0,69
1,12
3,07%
61,17%
-
0,54
1,05
2,32%
63,49%
-
Comunalities
0,71
0,66
0,60
0,69
0,61
0,70
0,64
0,59
0,70
0,60
0,56
0,66
0,56
0,57
0,64
0,66
0,72
0,73
0,66
0,60
0,66
0,69
0,67
0,56
0,63
0,57
0,60
0,60
0,64
0,51
0,71
0,68
0,58
0,72
0,63
0,65
0,64
0,59
0,66
0,55
0,69
0,71
0,68
0,62
0,64
0,55
0,59
0,62
0,57
0,70
0,65
0,62
Items
Subcategories
I25
I24
Funds for athletes
I26
I35
Government interest
I37
Sponsorships
I17
I47
I27
Post-career program
I09
Training centres
I36
Media
I34
I21
I28
I41
I10
Sport System
I11
Organization
I13
Professional staffs
I16
I14
I12
Long-term Planning
I15
I06
I07
I33
I45
I43
Popularity
I44
Success tradition
I42
I46
Fighting spirit
I40
I05
I03
I02
I04
General funding
I08
I29
I30
I31
Talents promotion
I32
I19
I49
I50
I51
I52
I48
Olympic medals
I23
I22
I20
I38
Host nation effect
I39
Country location
I18
Compete
I01
Cumulative %
Cronbach's alpha
1
0,75
0,71
0,67
0,66
0,61
0,59
0,58
0,55
0,51
0,51
0,50
0,49
0,45
0,41
0,30
0,37
Factors
5
6
6
10
0,31
0,33
0,48
0,33
0,48
0,34
0,37
0,32
0,41
0,72
0,69
0,66
0,66
0,63
0,57
0,56
0,54
0,50
0,45
0,32
0,35
0,31
0,32
0,54
0,39
0,38
0,70
0,68
0,67
0,62
0,60
0,47
-0,44
0,38
0,77
0,73
0,71
0,53
0,48
0,48
0,43
0,31
0,70
0,66
0,57
0,48
0,43
Comunalities
0,71
0,66
0,60
0,69
0,61
0,70
0,64
0,59
0,70
0,60
0,56
0,66
0,56
0,57
0,64
0,66
0,72
0,73
0,66
0,60
0,66
0,69
0,67
0,56
0,63
0,57
0,60
0,60
0,64
0,51
0,71
0,68
0,58
0,72
0,63
0,65
0,64
0,59
0,66
0,55
0,69
0,71
0,68
0,62
0,64
0,55
0,59
0,62
0,57
0,70
0,65
0,62
Factor 6 International Sporting Success in High-Performance Judo 6.32% total variance, Cronbach's Alpha 0.83
0,44
0,34
0,42
0,75
0,70
0,69
0,68
0,54
0,60
0,58
0,37
0,33
0,35
0,34
0,36
18,14
12,63%
12,63%
0,93
2,80
11,16%
23,79%
0,90
2,43
7,58%
31,37%
0,81
0,37
0,34
0,40
2,25
6,79%
38,15%
0,79
0,32
0,35
0,52
0,48
0,63
1,51
6,50%
44,65%
0,82
1,37
6,32%
50,97%
0,83
1,19
3,85%
54,82%
0,67
1,16
3,28%
58,10%
0,69
1,12
3,07%
61,17%
-
0,54
1,05
2,32%
63,49%
-
PHASE 3 - Discussion and Conclusions

All items or variables from the questionnaire were in the Exploratory Factor Analysis results
Enabling the validation of subcategories identified in Phase 1
and potentially of the JUDO-OFIISS model
Phase 1 of this research a clear division of system elements (inputs/resources, process,

environment and outputs/results).
The success in high-performance Judo systems depends on the combination and
synergy of resources, process and environment
which may be different in each country,
This finding is a basic principle of systems theory

(CERTO, 2013; CHELLADURAI, 2009; MAXIMIANO, 2006).

The researchers and managers interest --> international sporting success achieved by some
countries and not by others???
The objective of this research was to identify factors at an organizational level that influence
the sporting success in international high-performance Judo.
The use of a mixed method research design was helpful,

as it provides a greater consistency and credibility of the results identified in this research.
Financial, human and material resources

Specially human resources teachers and coaches
A high-performance sport system,
Process like: support for athletes, talent identification
Coaching training programs and scientific support
Elements System approach
The environment
Influencing the development of Judo in a country,

as well as the sporting success in international high-performance Judo

The environment influence
First the tradition, history and cultural aspects can be decisive for the Judo development (or
not) in a country.
The historical and cultural factors linked to Judo in a country cannot be ignored,
Second, the influence of governments, sponsors and media,

Suggests a dependency of the national Judo organizations on these environment factors.

The success in high-performance Judo systems probably depend on the combination and
synergy of resources, process and environment.
Probably in each sport, there are different elements influencing the international sporting
success
Environment
Managerial
contribution
Tradition, History and

Cultural aspects
Government,
Sponsorship and Media
Training
facilities
Events: Competitions
Scientific support
Financial resources
for Judo
Athletes with
international
success
Sport System,
Organization and
Structure
(Olympic)
Medals
Sport participation
at all levels
Quality of
Teachers /
Coaches
Inputs /
Resources
Talent identification and

development
Processes
Athletic career and post

career support
Outputs /
Results
Judo Organizational Factors Influencing the International Sporting Success* JUDO-OFIISS model

Theoretical contribution,
The understanding of sport policies and high-performance sport systems regarding one sport,
since specific characteristics and
new factors involving a sport specific level were identified
environment influence
similar to other studies: Athletics / TRUYENS et al. (2014) and Tennis / BROUWERS;
SOTIRIADOU; DE BOSSCHER (2015)

Weaknesses
Language used
Unclear
Discussion
Phase 3 sample
Strengths
Systemic approach
Research design
Validation processes
Phase 1 sample
Future research
Other sports in their analysis, or combat sport similar to Judo or even the Judo,
International sample,
Confirmatory analysis or structural equation modelling
identify the power of each organizational factors or even their dimensions (categories) that were
identified in this research
References (in presentation)
ANDERSEN, S. S.; RONGLAN, L. T. (EDS.). Nordic Elite Sport: same ambitions different tracks. Oslo: Universitetsforlaget, 2012.
ANDREW, D. P. S.; PEDERSEN, P. M.; MCEVOY, C. D. Research Methods and Design in Sport Management. Champaign: Human Kinetics, 2011.
BARDIN, L. Anlise de contedo. So Paulo: Edies 70, 2011.
BERGSGARD, N. A. et al. Sport Policy: A comparative analysis of stability and change. Oxford: Butterworth-Heinemann, 2007.
BROUWERS, J.; SOTIRIADOU, P.; DE BOSSCHER, V. Sport-specific policies and factors that influence international success: The case of tennis. Sport Management
Review, v. 18, n. 3, p. 343358, 2015.
CHELLADURAI, P. Managing organizations for sport and physical activity: a systems perspective. Scottsdale: Holcomb Hathaway, 2009.
DE BOSSCHER, V. et al. A Conceptual Framework for Analysing Sports Policy Factors Leading to International Sporting Success. European Sport Management
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DE BOSSCHER, V. et al. The Global Sporting Arms Race: An international comparative study on Sports Policy Factors Leading to International Sporting
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DE BOSSCHER, V. et al. Successful Elite Sport Policies: An international comparison of the SportsPolicy factors Leading to International Sporting Success
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DEVELLIS, R. F. Scale Development: theory and applications. 3. ed. Thousand Oaks: SAGE Publications, 2012.
DIGEL, H. A comparison of competitive sport systems. New Studies in Athletics, v. 17, n. 1, p. 3750, 2002.
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GREEN, M.; HOULIHAN, B. Elite Sport Development: Policy Learning and Political Priorities. London; New York: Routledge, 2005.
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267, 2001.
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University Press, 2002.
References (in presentation)
HOULIHAN, B.; GREEN, M. Comparative Elite Sport Development. Systems, Structures and public policy. London: Elsevier, 2008.
HUMS, M. A.; MACLEAN, J. Governance and policy in sport organizations. Scottsdale: Holcomb Hathaway Publishers, 2008.
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University of So Paulo

School of Physical Education and Sport

Leandro Carlos Mazzei

Prof. Dr. Maria Tereza Silveira Bhme (EEFE-USP) promotor

PHASE 2 Questionnaire development

Final considerations and conclusions

Introduction and Objective

There are several studies

describe the organization of sport systems in different countries,

Specific sport characteristics influencing the development of sport at specific level,

The current context of high-performance Judo requires professionalism in the development of

The term System

(CHELLADURAI, 2009; LYLE, 1997)

(DE BOSSCHER et al., 2006).

Sequential Exploratory Design

Exploratory Sequential Design

(CRESWELL; PLANO CLARK, 2011)

PHASE 1: Identification of the organizational factors influencing

PHASE 1 - Instrument, Sample and data collection procedures

Sample and data collection procedures

Face-to-face and took place on three instances:

PHASE 1 - Sample profile

Age (average and

PHASE 1 - Data analysis

QSR NVivo version 10.0

Initial Krippendorffs Alpha of 0.48

3. Athletic career and

Support for sufficient

Technical and tactical

Local spaces for

11. Scientific support

PHASE 1 - Discussion and Conclusions

The SPLISS model pillars are applicable to the context of Judo

Knowledge about high-performance sport systems, considering a specific sport

Talent identification and

Athletic career and post

PHASE 2 Questionnaire development

PHASE 2 - Questionnaire development

52 items in which the individuals had to choose options

Full questionnaire: "Organizational factors influencing the international sporting success in

PHASE 2 - Questionnaire validation procedures

Conducted by experts / judges

PHASE 2 - Expert sample, Procedures and Data analysis

Education and activities in Judo

PHASE 2 - Results and Conclusions

Relevance / importance CCV = 0.92

No difficulties were reported

PHASE 3 - Generalisation of the organizational factors influencing

PHASE 3 Instrument and Sample

PHASE 3 - Data collection procedures

Sub 21 and Sub 18 Brazilian

PHASE 3 - Sample profile

20.0% State level

PHASE 3 - Data analysis

Exploratory Factor Analysis (EFA) (HAIR et al., 2006)

The number of factors obtained eigenvalues greater than or equal to one

maintain the integrity of the data

b) Averages minimum 5.7 , maximum 6.7

No significant differences were observed

the First six factors 50.97% of the total variance

PHASE 3 - Discussion and Conclusions

Phase 1 of this research a clear division of system elements (inputs/resources, process,

This finding is a basic principle of systems theory

Final considerations and conclusions