behavior. This study addresses that gap in the sport management literature by examining the influences of resource-based competitive advantage and historical performance on team risk behavior during the amateur draft. Research on organizational wealth, performance, and risk behavior in other contexts
Jeffrey Q. Barden and Yohan Choi
Dennis L. Smart and Richard A. Wolfe
This paper addresses the determinants of intercollegiate athletic program success. We built our arguments on a recent development in the strategic management literature, the Resource-Based View (RBV) of the firm. Our purpose was to investigate the source of sustainable intercollegiate athletic program success. In making our arguments, we briefly reviewed the RBV literature and addressed appropriate success criteria for intercollegiate athletics programs. An exploratory investigation of Pennsylvania State University's football program led to the conclusion that the resources responsible for its enduring competitive advantage are the history, relationships, trust, and organizational culture that have developed within the program's coaching staff. An organization that possesses such organizational resources may sustain a competitive advantage by exploiting its human and physical resources more completely than other organizations. The paper concludes with discussions of the potential generalizability of our findings, their implications for theory and practice, and suggested future research directions.
Brad Thatcher, Georgi Ivanov, Mihaly Szerovay, and Graham Mills
create a sustainable competitive advantage ( Piercy, Nicoulaud, Rudd, & Hooley, 2017 ). Consequently, there is a growing interest in tools that can enhance and measure the perceptual capabilities of football players. To fully understand visual perception of athletes, technology must have the capability
Yetsa A. Tuakli-Wosornu, Xiang Li, Kimberly E. Ona Ayala, Yinfei Wu, Michael Amick, and David B. Frumberg
revised classification system of 2018. The primary aim was to confirm whether bilateral lower-extremity amputee runners had a competitive advantage over their unilateral counterparts over time. The second goal was to understand if race distance impacted performance differences, which tests the potential
Marlene A. Dixon, B. Christine Green, Arden Anderson, and Peter Evans
create a competitive space or advantage for any particular sport or organization. More recently, sport management researchers have examined competitive advantage by investigating the relationship between the resources and capabilities of sport organizations and the competitive success of their teams and
Lee Nolan, Benjamin L. Patritti, Laura Stana, and Sean M. Tweedy
The purpose of this study was to evaluate the extent to which residual shank length affects long jump performance of elite athletes with a unilateral transtibial amputation. Sixteen elite, male, long jumpers with a transtibial amputation were videoed while competing in major championships (World Championships 1998, 2002 and Paralympic Games, 2004). The approach, take-off, and landing of each athlete’s best jump was digitized to determine residual and intact shank lengths, jump distance, and horizontal and vertical velocity of center of mass at touchdown. Residual shank length ranged from 15 cm to 38 cm. There were weak, nonsignificant relationships between residual shank length and (a) distance jumped (r = 0.30), (b) horizontal velocity (r = 0.31), and vertical velocity (r = 0.05). Based on these results, residual shank length is not an important determinant of long jump performance, and it is therefore appropriate that all long jumpers with transtibial amputation compete in the same class. The relationship between residual shank length and key performance variables was stronger among athletes that jumped off their prosthetic leg (N = 5), and although this result must be interpreted cautiously, it indicates the need for further research.
John Amis, Narayan Pant, and Trevor Slack
This study demonstrates that a recent development in the strategic management literature, the resource-based view of the firm, has great utility for furthering our understanding of sport sponsorship. The paper provides a theoretical framework to explain the application of the approach to sponsorship. Illustration and greater insight are then provided through the presentation of two case studies. These are used to identify the salient characteristics of agreements made by two international companies, each of which has been extensively involved in sport sponsorship but with varying degrees of success. The resource-based approach is used to demonstrate that the disparate returns of the companies' sponsorship investments could have been anticipated. As such, as well as providing a conceptual extension to the sponsorship literature, the paper also offers a route for more empirical analyses of potential sponsorship opportunities.
Anna Gerke and Yan Dalla Pria
motivation are keys to achieving sustainable competitive advantage ( Porter, 1998 ). Generally speaking, a cluster is “a geographically proximate group of interconnected companies and associated institutions in a particular field linked by commonalities and complementarities” ( Porter, 2008 , p. 215). Porter
Jasper Truyens, Veerle De Bosscher, and Popi Sotiriadou
Research on elite sport policy tends to focus on the policy factors that can influence success. Even though policies drive the management of organizational resources, the organizational capacity of countries in specific sports to allocate resources remains unclear. This paper identifies and evaluates the organizational capacity of five sport systems in athletics (Belgium [separated into Flanders and Wallonia], Canada, Finland, and the Netherlands). Organizational capacity was evaluated using the organizational resources and first-order capabilities framework (Truyens, De Bosscher, Heyndels, & Westerbeek, 2014). Composite indicators and a configuration analysis were used to collect and analyze data from a questionnaire and documents. The participating sport systems demonstrate diverse resource configurations, especially in relation to program centralization, athlete development, and funding prioritization. The findings have implications for high performance managers’ and policy makers’ approach to strategic management and planning for organizational resources in elite sport.
Joe Cobbs, B. David Tyler, Jonathan A. Jensen, and Kwong Chan
Accessing and exploiting organizational resources are essential capabilities for competitive sport organizations, particularly those engaged in motorsports, where teams lacking resources frequently dissolve. Corporate sponsorship represents a common method for resource acquisition, yet not all sponsorships equally benefit the sponsored organization. Sponsorship utility can be dependent on institutional dynamics such as league governance that produces competitive disparities. Through this study we extend the resource-based view to assert that sponsorships vary in their propensity to contribute to team survival, warranting prioritization in sponsorship strategy based on access to different sponsor resources. To empirically investigate the influence of a variety of sponsorships, survival analysis modeling was used to examine 40 years of corporate sponsorship of Formula One racing teams. One finding from the longitudinal analysis was that sponsorships offering financial or performance-based resources enhance team survival to a greater degree than operational sponsorships. However, such prioritization is subject to team experience, changes in institutional monetary allocation, and diminishing returns.