Written by Marc Oliveras

Article 3, Volume 3 Issue 2

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

Nicole Kalemba and Fernando Campa

DOI: 10.26595/eamr.2014.3.2.3

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.

Keywords


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

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Written by Marc Oliveras

Article 2, Volume 3 Issue 1:

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

Josep Maria Rosanas

DOI: 10.26595/eamr.2014.3.1.2

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.

Keywords


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

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Written by Marc Oliveras

Article 3, Volume 2 Issue 2:

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

Sharon Gotteiner

DOI: 10.26595/eamr.2014.2.2.3

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.

Keywords


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

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