Competition and Cooperation in European Professional Club Football

Abstract

The aim of the article is to highlight the theoretical assumption that the relative competitive disadvantage between markets with different maximum sizes can be partially counteracted with strategic thinking and business-like operations. The research question presented in this article is whether there are any management tools available for clubs which they can use to improve their business competitiveness above and beyond the limitations of their maximum market size. According to the research hypothesis, there is such a tool available for clubs: the management and operation of a football club in a well-organized and business-like manner. The method of analysis is the so-called Grounded Theory (Glaser, & Strauss, 1967; Locke, 2001), which is an abstract analytical schema with a systematic data analysis process. The data collection incorporates desk research, comparative analysis, organizational review, and in-depth interviews. The results are presented according to the following dimensions: a) relevance of the research question; b) specification of groups of relevant management tools; c) the role of the national football association in the process of market development; d) the role of the owners in this process; and e) how the structure of the sector and its operating processes can guarantee the efficient utilization of all the material resources which have been plowed into the sector over the last four to five years. According to the conclusions, the creation of an operating system and club model that allows for the utilization of resources - maximized market revenues and governmental sources - in the most effective way is an unavoidable challenge. The formation of the sustainable operations of clubs is fundamentally influenced by club owners. An inspection of the interaction between club owners, head coaches, and players is a key task in the process of creating a new club model.

A comparative study of the competitive balance of the Spanish and English top football leagues on the basis of sport performance during the four last seasons before the Covid-19 pandemic

“…The uncertainty of the outcome of certain games and the factors influencing this uncertainty have been examined by a number of studies [5][6][7][8][9][10][11]. These studies typically use regression models in which the dependent variable is the number of fans attending the games and paying for the tickets.…”

Türk Spor Kulüpleri̇ni̇n Rekabet Avantajini Etki̇leyen Unsurlar

“…Examining each market as a closed system, new entrants are represented by new owners of a club or existing owners, the club owners' assessment of sporting success interpretation of success and the links between sports results and revenue as primarily affecting the organizational structure and operations of a club. Club presidents are an important influence in determining the competition strategy and the vision of the club (Kassay andGéczi, 2016, Talimciler, 2008: 90). Also, in Turkey it can be clearly said, that club owners are determining rules, giving decisions, and they act as the sole actors who plans the future.…”

“…There is no coordination and relationship between Ministry of Youth and Sport and Ministry of Finance. Kassay and Géczi (2016) indicate the management and operation in a wellorganized and business-like manner is a suitable tool of a football club. They have touched on the role of national football association in the process of market development, the role of the owners, how the sports sector will guarantee the efficient utilization of all the material resources.…”

“…However, success of more clubs does not increase in financial, managerial or institutional terms. Kassay and Géczi (2016) investigated whether there are any available management tools for clubs which they can use to improve their business competitiveness above and beyond the limitations of their maximum market size. The study indicates that club management and operations need a well-organized and business-like manner.…”