This paper shows the existence of extreme types of zombie firm, i.e. companies with negative equity that continue to do business despite having lost their entire equity. We explain how these firms are measured and how the riskier ones are defined with different determinants. Using a Spanish sample from 2010 to 2014 an index called the EZIndex is developed that includes four dimensions of the extreme zombie problem: extension, contagion, recovery signs and immediacy. The paper contributes to zombie theory on the one hand by developing a method for ranking zombie firms based on risks and changes over time, and on the other hand by using a log-linear model to detect the riskiest corporate profiles out of all these risky firms. It demonstrates significant implications that need to be considered by the competent authorities not only in terms of their impact as a whole but also in regard to the particular profile of extreme zombie firms: they are less regulated, large and located in regions with large business fabrics.

PurposeProfessional basketball clubs generate value not only for shareholders, but also for other stakeholders. These organizations create a broader social value for a wide range of stakeholders, and thus, it is useful to consider these stakeholders' perceptions of social value creation. Therefore, under the generic framework of grounded theory, this paper aims to create a stakeholder map of professional basketball clubs, taking into account the common coopetition context in sporting competitions.Design/methodology/approachIn total, 49 qualitative semi-structured interviews were conducted in collaboration with the representatives of two Spanish basketball clubs to establish the particularities of the stakeholders of these organizations compared with non-sport businesses (NsP) to confirm the stakeholder map. The Bryson process was used to develop the stakeholder map.FindingsThe map shows that there are three kinds of stakeholders of professional basketball clubs compared with non-sport organizations: similar, singular and entirely different. The perception of different social value dimensions confirm the findings of the stakeholder map, emphasizing that these organizations should take into account multidimensional stakeholder-value creation (functional, social, emotional and epistemic).Originality/valueThis study provides evidence from a holistic point of view that economic performance is not a unique indicator for measuring basketball clubs as efficient organizations, proving the usefulness of the stakeholder map.

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