Win-stay lose-shift strategy in formation changes in football

Managerial decision making is likely to be a dominant determinant of performance of teams in team sports. Here we use Japanese and German football data to investigate correlates between temporal patterns of formation changes across matches and match results. We found that individual teams and managers both showed win-stay lose-shift behavior, a type of reinforcement learning. In other words, they tended to stick to the current formation after a win and switch to a different formation after a loss. In addition, formation changes did not statistically improve the results of succeeding matches.The results indicate that a swift implementation of a new formation in the win-stay lose-shift manner may not be a successful managerial rule of thumb.Comment: 7 figures, 11 table

Comparing reactive and memory-one strategies of direct reciprocity

Direct reciprocity is a mechanism for the evolution of cooperation based on repeated interactions. When individuals meet repeatedly, they can use conditional strategies to enforce cooperative outcomes that would not be feasible in one-shot social dilemmas. Direct reciprocity requires that individuals keep track of their past interactions and find the right response. However, there are natural bounds on strategic complexity: Humans find it difficult to remember past interactions accurately, especially over long timespans. Given these limitations, it is natural to ask how complex strategies need to be for cooperation to evolve. Here, we study stochastic evolutionary game dynamics in finite populations to systematically compare the evolutionary performance of reactive strategies, which only respond to the co-player's previous move, and memory-one strategies, which take into account the own and the co-player's previous move. In both cases, we compare deterministic strategy and stochastic strategy spaces. For reactive strategies and small costs, we find that stochasticity benefits cooperation, because it allows for generous-tit-for-tat. For memory one strategies and small costs, we find that stochasticity does not increase the propensity for cooperation, because the deterministic rule of win-stay, lose-shift works best. For memory one strategies and large costs, however, stochasticity can augment cooperation.Comment: 18 pages, 7 figure

The power of the local in sports broadcasting: a cross-cultural analysis of rugby commentary

This article explores how local pressures intersect to produce differing broadcasts in 2 cultural contexts. This is achieved via a cross-cultural analysis of a decade of tele¬vised rugby union matches between France and New Zealand and interviews with leading commentators in both countries. The authors argue that although the over-arching commercial imperative to capture audiences might be the same in both coun¬tries, and despite global tendencies toward homogenized presentation of sports events, there are local differences in expectations about which kinds of audiences should be captured, and these lead to different practices and emphases in the live broadcasts. The authors suggest that in each country, broadcasts are the result of a complex set of pressures that interact to produce broadcasts with “local” flavor and characteristics

Sports, Inc. Volume 3, Issue 1

The ILR Cornell Sports Business Society magazine is a semester publication titled Sports, Inc. This publication serves as a space for our membership to publish and feature in-depth research and well-thought out ideas to advance the world of sport. The magazine can be found in the Office of Student Services and is distributed to alumni who come visit us on campus. Issues are reproduced here with permission of the ILR Cornell Sports Business Society.https://digitalcommons.ilr.cornell.edu/sportsinc/1003/thumbnail.jp

Spartan Daily, November 12, 1980

Volume 75, Issue 52https://scholarworks.sjsu.edu/spartandaily/6688/thumbnail.jp

The Daily Texan

Texas Student Medi

Cultural evolution of football tactics: strategic social learning in managers’ choice of formation

This is the final version. Available from the publisher via the DOI in this recoAll data and analysis scripts are openly available at https://github.com/amesoudi/footballIn order to adaptively solve complex problems or make difficult decisions, people must strategically combine personal information acquired directly from experience (individual learning) and social information acquired from others (social learning). The game of football (soccer) provides extensive real world data with which to quantify this strategic information use. I analyse a 5-year dataset of all games (n = 9127, 2012–2017) in five top European leagues to quantify the extent to which a manager’s initial formation is guided by their personal past use or success with that formation, or other managers’ use or success with that formation. I focus on the 4231 formation, the dominant formation during this period. As predicted, a manager’s choice of whether to use 4231 is influenced by both their recent use of 4231 (personal information) and the use of 4231 in the entire population of managers in that division (social information). Against expectations, managers relied more on personal than social information, although this estimate was highly variable across managers and divisions. Finally, there did not appear to be an adaptive tradeoff between social and personal information use, with the relative reliance on each failing to predict managerial success