Article 3, Volume 3 Issue 2

Managing sporting success and economic efficiency in the professional football: Identification of determinant factors through the academic literature

Author

Nicole Kalemba – (Universitat Rovira i Virgili – Business Management)

Fernando Campa – (Universitat Rovira i Virgili – Business Management)

Received April 10, 2017; accepted May 22, 2017

Abstract

Football moves crowds, both fans and millions of euros. Football clubs are not any longer just sport teams that focus on winning competitions, but they have turned into complex business units with a high economic and social impact. The main purpose of this study is to conduct a review on the existing international academic literature for providing an insight into the management of sporting success and economic efficiency in the international professional football industry. Findings show that sporting success is influenced, on one hand, by human capital and positive results on an international competition level and, on the other hand by the financial support through sport organizations’ related attributes and investments. Further, sporting success creates economic efficiency leading consequently to a higher profitability of football organizations. This paper can be helpful for managers, practitioners as well as academics, as currently does not exist any literature review on this topic.

El fútbol mueve multitudes, tanto aficionados como millones de euros. Los clubes de fútbol ya no son solo equipos deportivos que se centran en ganar competiciones, sino que se han convertido en unidades de negocios complejas con un alto impacto económico y social. El objetivo principal de este estudio es realizar una revisión de la literatura académica internacional existente para proporcionar una idea de la gestión del éxito deportivo y la eficiencia económica en la industria internacional del fútbol profesional. Los resultados muestran que el éxito deportivo está influenciado, por un lado, por el capital humano y los resultados positivos a nivel de competencia internacional y, por otro lado, por el apoyo financiero a través de los atributos e inversiones relacionados con las organizaciones deportivas. Además, el éxito deportivo crea una eficiencia económica que conduce a una mayor rentabilidad de las organizaciones de fútbol. Este documento puede ser útil para gerentes, profesionales y académicos, ya que actualmente no existe ninguna revisión bibliográfica sobre este tema.

Citation

Campa Planas, F., & Kalemba, N. (2017). Managing sporting success and economic efficiency in the professional football: Identification of determinant factors through the academic literature. European Accounting and Management Review3(2), 45-64.

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Keywords

  • Football
  • Management
  • Profitability
  • Economic efficiency
  • Sporting success
  • Capital structure

Palabras clave

  • Fútbol
  • Administración
  • Rentabilidad
  • Eficiencia económica
  • El éxito deportivo
  • Estructura capital

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Article 2, Volume 3 Issue 1:

Budgeting Beyond Budgeting: A Tool for Management, Surprise Avoidance, Trust Creation and Organizational Learning

Author

Josep Maria Rosanas – (IESE)

Received October 29, 2016; accepted November 13, 2016.

Abstract

While for quite a long time the budget was considered one of the crucial management tools, it has always been subject to criticisms, which have become stronger in the last couple of decades, under the commercial name of “Beyond Budgeting”. In this article, we review the history and foundations of budgeting, to show how typically, the criticisms to budgeting have to be addressed to a bad management style, and not to the technique itself. Then, I use an example to show how budgets can be used to the firm’s advantage in many fields, but mainly in being able to avoid unpleasant surprises, create trust between the different hierarchical levels of the firm, and enhance learning in the positive sense. This allows the firm to avoid vicious circles that are often found in the practice of budgeting because of bad management, not because of the budgets themselves.

Si bien, durante mucho tiempo, el presupuesto se consideró una de las herramientas de gestión cruciales, siempre ha sido objeto de críticas, que se han fortalecido en las últimas décadas, bajo el nombre comercial de “Beyond Budgeting”. En este artículo, revisamos la historia y los fundamentos de lo presupuestos, para mostrar cómo, típicamente, las críticas a los presupuestos deben dirigirse a un mal estilo de gestión y no a la técnica en sí. Luego, uso un ejemplo para mostrar cómo los presupuestos se pueden utilizar como ventaja de la empresa en muchos campos, pero principalmente para evitar sorpresas desagradables, crear confianza entre los diferentes niveles jerárquicos de la empresa y mejorar el aprendizaje en un sentido positivo. Esto permite a la empresa evitar círculos viciosos, que a menudo se encuentran en la práctica de presupuestar debido a una mala gestión, no a causa de los presupuestos mismos.

Citation

Rosanas, J. M. (2016). Budgeting Beyond Budgeting: A Tool for Management, Surprise Avoidance, Trust Creation and Organizational Learning. European Accounting and Management Review3(1), 24-44.

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Keywords

  • Budgeting
  • Management
  • Trust
  • Command and control
  • Management control process

Palabras clave

  • Presupuesto
  • Administración
  • Confiar
  • Comando y control
  • Proceso de control de gestión

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Article 3, Volume 2 Issue 2:

The OPTIMAL MBO: A model for effective management-by-objectives implementation

Author

Sharon Gotteiner – (Universitat Internacional de Catalunya)

Received March 18, 2015; accepted May 23, 2016.

Abstract

The Management-by-Objectives (MBO) approach is wide spread, but has been challenged to demonstrate its consistent, positive effect on organizations’ performance. The OPTIMAL MBO is a revised formula, proposed for vitalizing the original MBO approach. It includes some additional components related to business strategy, financial performance, and incentives, as well as some tune-ups to existing components, and aims at wining executive support. The OPTIMAL MBO stands for its integrated set of components, namely: (O) Objectives, Outside-in; (P) Profitability (budget) related goals; (T) Target Setting; (I) Incentives & Influence; (M) Measurement; (A) Agreement, Accountability, Appraisal, Appreciation; and (L) Leadership Support. Empirical testing of impact on operational and financial performance is called for.

El enfoque de gestión por objetivos (MBO) está muy extendido, pero se ha desafiado a demostrar su efecto constante y positivo en el rendimiento de las organizaciones. OPTIMAL MBO es una fórmula revisada, propuesta para vitalizar el enfoque original de MBO. Incluye algunos componentes adicionales relacionados con la estrategia comercial, el desempeño financiero y los incentivos, así como algunos ajustes a los componentes existentes, y tiene como objetivo obtener el apoyo ejecutivo. OPTIMAL MBO representa su conjunto integrado de componentes, a saber: (O) Objetivos, de afuera hacia adentro; (P) Objetivos relacionados con la rentabilidad (presupuesto); (T) Configuración de objetivos; (I) Incentivos e influencia; (M) Medición; (A) Acuerdo, rendición de cuentas, evaluación, apreciación; y (L) Apoyo de liderazgo. Se requieren pruebas empíricas de impacto en el desempeño operativo y financiero.

Citation

Gotteiner, S. (2016). The OPTIMAL MBO: A model for effective management-by-objectives implementation. In II Research Workshop Missions, leadership and sustainability (p. 25).

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Keywords

  • Leadership
  • Management
  • Management-by-objectives
  • MBO
  • Performance

Palabras clave

  • Liderazgo
  • Management
  • Administración por objetivos
  • MBO
  • Performance

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