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Bill Gerrard

The resource-based view explains sustainable competitive advantage as the consequence of an organization’s endowment of unique and imperfectly replicable resources. Superior organizational performance, however, depends not only on the organization’s resource endowment but also on the efficiency with which the resource endowment is used. In this article a resource-utilization model of a professional sports team is developed in which teams optimize the stock of athletic resources (i.e., playing talent), subject to ownership preferences, over sporting and financial performance. The resource-utilization model is used to analyze the factors influencing the team’s current endowment of athletic resources and evaluate the efficiency with which teams utilize both their athletic and allegiance (i.e., fan base) resources to achieve sporting and financial targets. Empirical evidence is presented on the sporting and financial performance of English professional soccer teams in the FA Premier League over the period 1998-2002. It was found that the financial performance of teams is significantly affected by their ownership status.

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Stephen Dobson and Bill Gerrard

Unlike most major U.S. sport teams, it is common for professional soccer clubs around the world to trade players for cash. This article develops a model of the player-transfer market in soccer in which observed transfer fees are determined by player characteristics, selling-club characteristics, buying-club characteristics, and time effects. The model is based on data on 1,350 transfer fees in English professional soccer from June 1990 to August 1996. The estimated model is used to investigate the rate of inflation in transfer fees. In addition, the determination of transfer fees is considered within different segments of the transfer market. It is found that the determination of transfer fees differs markedly among segments.

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Dr Bill Gerrard