Management and work well-being in the professional industry : a case study from electronic sports teams

Abstract

Management and work well-being are essential parts of every organization. Professionals in different industries face multiple challenges and demands in their work, which affect their overall well-being. Electronic sports (esports) players are known to have demanding working environments since the pressures of competitions and performing well are always present. This might be manifested so that professional players burn out and quit their careers before they are 25 years old. Previous studies have shown that stress from different aspects greatly impacts professionals' physical and mental well-being, and intensive but relatively stable computer-based work affects the physical health of professionals. Coaches are usually heard in terms of supporting players, but in this thesis, the coaches are more comprehensive – they are also professionals and have significant roles in the esports industry.

This study aims to find learning points from management and work well-being from another professional industry besides business. What factors are essential in terms of management and work well-being that support professionals at different levels? Some similarities with knowledge workers and professionals are that they work in a sitting position, usually in front of the computer. Being in a competitive and high-pressured industry brings up the necessary elements that organizations should implement in their culture.

The study used qualitative methods, and empirical data was collected from esports teams through semi-structured interviews. There were six interviews: three professional players, two professional coaches, and one coach at a higher management level from two different organizations in Europe. The empirical analysis highlighted several essential factors from both players and the coach sides.

Emphasized topics were good environment and organizational behavior, sharing of job resources between professional players and coaches, and open communication inside organizations and teams. Also, the responsibility of work well-being is divided between employers and employees, and motivation is seen as a great reason to enter the industry, but loss of motivation is also a reason for leaving.

Theory strongly supports the empirical findings, and even though the sample size is small, it does not make the subjects less important. In managerial issues, results can be implemented to improve the work well-being of the organization. There are also reliability, validity, and generalizability of the study, as well as limitations of the study and future research suggestions.