Fluent Essays

i want to have all the article's references attached , in order to write my paper. Please save them in one WinRAR file. WinRAR is a software tool for all your data compression requirements that supports RAR and ZIP archives. Please provide me with all the articles below Dutta, D. K. (2015). Hypercompetitive environments, coopetition strategy, andthe role of complementary assets in building competitive advantage: Insightsfrom the resource-based view. Strategic Management Review, 9(1), 1–11.Ederson, T. (2015). Producing atmospheres at the match: Fan cultures, commer-cialisation and mood management in English football. Emotion, Space andSociety, 15(2), 82–89.Fávero, L. P., Belfiore, P., Silva, F. L., & Chan, B. L. (2009). Análise de dados:Modelagem multivariada para tomada de decisões. Rio de Janeiro: Elsevier.Garcia, C., & Farina, E. (2013). Concorrência e a participac¸ão minoritária entreas firmas rivais. Economia Aplicada, 17(1), 71–89.Gurgel, A. (2006). 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A T g p c m c b i t © P K R O c u f p e p d – 2 b Available online at www.sciencedirect.com RAUSP Management Journal http://rausp.usp.br/RAUSP Management Journal 53 (2018) 23–34 Original Article Perceived competitive advantage of soccer clubs: a study based on the resource-based view Percepção da vantagem competitiva dos clubes de futebol: um estudo por meio da resource based view (RBV) Marconi Freitas da Costa a,∗, Carlos Everaldo Costa b, Claudio Felisoni de Angelo c, Walter Fernando Araújo de Moraes a a Universidade Federal de Pernambuco, Recife, PE, Brazil b Universidade Federal de Alagoas, Sergipe, AL, Brazil c Universidade de São Paulo, São Paulo, SP, Brazil Received 11 March 2016; accepted 16 August 2016 Available online 16 January 2018 Scientific Editor: Paula Sarita Bigio Schnaider bstract his research analyzes how professional soccer clubs perceive the competitive advantages they possess in the light of the resource-based view, iven their internal resources and external aspects. In addition, the research develops a model with variables (equity, brand, communication, roduct, sponsors, and competitors) in order to understand soccer clubs’ perception of their competitive advantage in the soccer market, without omparison to actual competitive advantage. The survey was conducted between the second half of 2013 and the first half of 2014. Quantitative ethods were employed, which included the use of structured questionnaires and multivariate analysis through multiple regression. Data were ollected from soccer clubs participating in major championships. The results show that, among the variables in the model, only the variables of rand management strategy, communication, and competition significantly influence the soccer clubs’ perception of competitive advantage in the ndustry. The differential of this research is in the approach to data collection, as sources of information came from professional soccer clubs linked o major world football leagues. 2017 Departamento de Administração, Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo – FEA/USP. ublished by Elsevier Editora Ltda. This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/). eywords: Strategy; Resource-based view; Football clubs; Competitive advantage; Perception esumo objetivo nesta pesquisa foi analisar a percepção dos clubes de futebol profissionais em relação às vantagens competitivas que estes possuem onsiderando os seus recursos internos e aspectos externos, à luz da RBV (visão baseada nos recursos). Além disso, a pesquisa visou desenvolver m modelo com variáveis (patrimônio, marca, comunicação, produto, patrocinadores e concorrentes) para entender a percepção que o clube de utebol tem sobre sua vantagem competitiva, no mercado futebolístico, sem a pretensão de comparar com a vantagem competitiva efetiva. A esquisa foi realizada entre o segundo semestre de 2013 ao primeiro semestre de 2014. Foi empregado o método quantitativo, com questionários struturados e com análise multivariada, por meio de regressão múltipla. Os dados foram coletados com clubes de futebol que participam dos rincipais campeonatos mundiais. Os resultados mostram que das variáveis envolvidas no modelo, apenas as variáveis da gestão estratégia da marca, a comunicação e da concorrência tiveram influência significativa para explicar a percepção dos clubes de futebol sobre a vantagem competitiva ∗ Corresponding author at: Avenida Professor Moraes Rego, 1235, CEP 50670-901 Recife, PE, Brazil. E-mail: marconi [email protected] (M.F. Costa). Peer Review under the responsibility of Departamento de Administração, Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo FEA/USP. https://doi.org/10.1016/j.rauspm.2016.08.001 531-0488/© 2017 Departamento de Administração, Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo – FEA/USP. Published y Elsevier Editora Ltda. This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/). http://crossmark.crossref.org/dialog/?doi=10.1016/j.rauspm.2016.08.001&domain=pdf http://www.sciencedirect.com/science/journal/00802107 http://rausp.usp.br/ https://doi.org/10.1016/j.rauspm.2016.08.001 http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ mailto:[email protected] https://doi.org/10.1016/j.rauspm.2016.08.001 http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ 24 M.F. Costa et al. / RAUSP Management Journal 53 (2018) 23–34 que estas organizações possuem. O diferencial desta pesquisa está na abordagem dos dados que foram coletados, pois a fonte de informações dos fatores das vantagens competitivas são provenientes dos próprios clubes de futebol profissionais, vinculados às principais ligas mundiais de futebol. © 2017 Departamento de Administração, Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo – FEA/USP. Publicado por Elsevier Editora Ltda. Este é um artigo Open Access sob uma licença CC BY (http://creativecommons.org/licenses/by/4.0/). Palavras-chave: Estratégia; Resource-based view; Clubes de futebol; Vantagem competitiva; Percepção I i i s t ( c t o o s a n Y i r c c T t t W t t 2 c o o t i 2 s c c s n s o p & a c r e a T o c o s a r f p a s a c p n b a a c c c t T o t e t c a f r r p e c s ntroduction Soccer, ranging from a recreational games to intense sport- ng competition, has been modified through transformations in ts internal structures: physical (stadia – now called arenas), tructural (expert professionals, remunerated management func- ions, and operational and internal support levels), and symbolic incorporation of market language – the supporter becomes the lient). In addition, according to Ogbonna and Harris (2014), here is the external aspect, which strengthens the idea that ther clubs are no longer opponents, but competitors. Thus, ther areas are disputed, such as more profitable contracts with ponsors and media, and aiming to make the club brand and its ctions hard to imitate, unique, and capable of attracting exter- al resources, besides the achievement of profitability (Atalay, ucel, & Boztepe, 2013). In this sense, the following problem s raised: According to managers, what are the main internal esources and external aspects capable of influencing soccer lubs’ competitive advantage? The strategy can be considered as the ability that clubs, with orporate behavior, should possess to survive and prosper (Rossi, hrassou, & Vronis, 2013). Strategies related to the sponsor, raining centers, and education centers are factors present in he so-called soccer industry (Abosag, Roper, & Hind, 2012). hen put in practice, these instrumental actions drive the club o achieve its market goals. Investors and sponsors are looking for a well-structured club hat is well-placed and financially profitable (Solberg & Mehus, 014). Thus, the club seeks competitive advantage, with the reation of economic value through opportunities and the devel- pment of strength (Hill & Vicent, 2006). Issues related to market practices, such as the management f products, prices, communication, and access channels to the arget public, are strategic factors involved in the external and nternal environment of soccer as a business (Hoeber & Hoeber, 012). The professional management of these aspects is new in ome country and mature in others, in view of the existence of lubs – for example, with education centers in more than five ountries, as a way to select future athletes and soccer profes- ionals for their club. On the other hand, there are clubs that have either a stadium nor headquarters. The corporate approach of a occer club is exactly intended to acknowledge the importance f the value of organizational attributes, which can develop a cor- orate culture for the soccer club (Kim & Trail, 2010; Ogbonna Harris, 2014). As the soccer industry can be considered in terms of strengths nd weaknesses, although the (resource-based view) (RBV) i t a overs aspects related to the company’s internal resources, this esearch intended to analyze clubs’ internal resources, such as: quity (physical structure), product, communication, and brand, s well as external resources, such as equity and competitors. hese resources are considered and valued differently for vari- us soccer clubs. Therefore, this study seeks to understand the ompetitive role of each of these resources from the perspective f the club, according to the research question presented at the tart of this introduction. Quantitative method was also used to nswer this question and included the application of the multiple egression. From a strategic viewpoint, this research is justified by the act that it enriches studies on soccer in terms of several clubs’ ositioning at a global level. In addition, the research developed model with variables (equity, brand, communication, product, ponsors, and competitors) – which have not been discussed as whole yet in other studies – in order to understand perceived ompetitive advantage according to each investigated club. In ractice, the text can support academic research by providing a ew insight into soccer clubs’ activities and the soccer industry, esides serving as a guide for anyone interested in strategy, such s soccer managers. Hence, the objective of the research was to nalyze perceived competitive advantage in professional soccer lubs through the RBV. What distinguishes this research is the approach to the ollected data, because information sources on resources for ompetitive advantage come from the professional soccer clubs hemselves, which are linked to the major world soccer leagues. his approach – not yet explored in other studies – focused n soccer clubs’ perceived competitive advantage with regards o its competitive resources, mainly considering the variables quity, brand, communication, product, sponsors, and competi- ors, which are assessed as a whole. Knowledge about internal resources and external aspects that reate competitive advantages for professional soccer the clubs re needed, in order to understand how well these clubs per- orm off the field. Among the various variables analyzed in this esearch, only club brand management and sponsorship were elevant and statistically significant in explaining how the clubs erceive their competitive advantage. These research results contribute to the academic area of strat- gy and marketing by identifying market factors that strengthen ompetitive advantage the most in this segment. In addition, it upports professionals from the soccer clubs in decision mak- ng about the most important market resources. The structure of his article includes this short introduction, a literature review bout strategy and the RBV, followed by a section on the soccer http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ http://creativecommons.org/licenses/by/4.0/ nagem i A s S d b t m t i a p f c p c u o r i t c s t a g t g s o n r o b u w n h p a f s a t c p R s m t p p t o a a o d a t e o a a s m a t a h w o w o a r t t r e l t i e I f t a o c p g t r g d f M.F. Costa et al. / RAUSP Ma ndustry, and a section on the methodological procedures. nother presents and analyzes the results and, finally, conclu- ions are made. trategy and the RBV In this section, concepts related to strategy and the RBV are iscussed. First, concepts on strategy will be addressed, followed y those on the RBV. The strategy seeks to balance and maintain he company in its increasingly multifaceted market environ- ent (Ocasio & Radoynovska, 2016). Barney (1986) explains hat, from a regulatory viewpoint, the existence of the strategy s a market factor that indicates the importance of developing conceptual system, which the companies can use to antici- ate and explore competitive imperfections in strategic market actors. Porter (1996) explains that company environments are always hanging, including the emergence of new rules for the com- etitive game. Companies take aggressive actions because of ompetitors, who rapidly copy efficient actions and try to better se them (Olson, Duray, Cooper, & Olson, 2016). The essence f strategy is to achieve better performance when compared to ivals (Porter, 1996). De Witt and Meyer (2004) argue that there s no single definition of strategy due to the range of interpreta- ions; however, they tend to relate strategy with competitiveness, ompetition, clients, products, and/or services. De Witt and Meyer (2004) discuss strategy based on the trategist’s mind, including skills, maps, and cognitive activi- ies, which influence tactics and strategic implementations. The uthor also explains that, in a corporate context, these strate- ies tend to be increasingly more emerging than deliberate due o market dynamics. Harrison (2005) affirms that the strate- ist needs to take into account some aspects when deciding on trategy, such as management, the mission, values, and business bjectives of the company. As businesses are becoming increasingly global, companies eed to develop a different orientation in terms of corporate esources (Panda & Reddy, 2016). The main source for the RBV f the firm is Penrose (1995), who suggested that a company can e considered as a collection of resources at an administrative nit’s disposal. The resources can be allocated in accordance ith management decisions. Penrose (1995) argues that the eco- omic function of the firm is to purchase and organize both uman and physical resources in a profitable manner in order to rovide products and services to the market. In regards to the RBV, Barney and Hesterly (2011, p. 58, uthors’ translation) affirm that it is “a performance model ocused on the resources and capabilities a company controls as a ource of competitive advantage.” In the RBV model, resources re defined as tangible and intangible assets the company intends o control in order to create and implement its strategies, while apabilities correspond to a set of resources, which are financial, hysical, human, and organizational (Barney, 2011; Lioukas, euer, & Zollo, 2016). Dutta (2015) states that RBV research has been emphasized ince the 1980s and that RBV figures as a substantial strategic anagement theory. In addition, researchers’ increasing atten- S a ent Journal 53 (2018) 23–34 25 ion to company resources has helped to clarify these resources’ otential contributions due to competitive advantage. The basic remises of the RBV are: heterogeneity of resources – in a cer- ain activity area, some companies will be more competent than thers; and the immobility of resources – when the differences mong companies can be long lasting, as it can be very costly for company without certain resources and capabilities to develop r purchase them (Barney & Hesterly, 2011; Barney, 2011). According to the RBV model, initially, company resources etermine performance and contribute to sustain competitive dvantage (Dutta, 2015). Barney (2011) explains that, based on he RBV, a company can develop tools to analyze the differ- nt resources and capabilities it possesses, besides the potential f each tool. Priem and Butler (2006) adopt a more critical pproach to RBV, acknowledging that the concept was rapidly dopted in strategy literature, but without a critical view on the uitability of the theme’s conceptual system. Barney (2011) presents a discussion on an internal analysis odel called VRIO (Value, Rarity, Imitability, Organization) nd can be explained as follows: Value – explores opportuni- ies in the environment that can neutralize threats, figuring as strength for the company; Rarity – if this resource is some- ow controlled by a small number of competing companies, it ill hardly serve as a source of competitive advantage for any f these companies; Imitability – considers whether companies ithout resources face a cost disadvantage in obtaining or devel- ping them, that is, companies with rare and valuable resources re strategic innovators and act so that competitors without these esources are unable to imitate them; and Organization – related o procedures and policies the company develops and whether hey are organized to support the exploitation of its valuable, are, and expensive resources for the purpose of imitation. Dutta (2015) considers the RBV as a source of corporate het- rogeneity. Some authors broaden the discussion on the RBV, ike in the case of Nemati (2010), who relates the RBV with he resource dependency theory (RDT) in order to prove how mportant it is to know about the allocation of internal and xternal resources as a way of gaining competitive advantage. to and Gimenez (2011, p. 29, authors’ translation) develop “a ramework of transaction value to explain competitive advan- age resulting from a multidisciplinary relation between Porter nd the RBV.” This relation has a multidisciplinary focus, based n economics, marketing, and strategy. RBV-based strategic actions focus on impacts in decision pro- esses (Nemati, 2010), as resources are valuable for company erformance. Businesses tend to specify the scope of strate- ies and define on what base they will develop and maintain heir competitive advantages in a certain industry. Nemati (2010) ecovers the idea of De Witt and Meyer (2004) about the strate- ist’s mind and states that strategic decision making depends on ecision makers and how they use internal and external resources or company success. occer industry In this section, the context of the soccer industry is presented long with environments where the clubs consider corporate 2 nagem a i t c a c c fi v c t t r p i r a c t t b & t 2 o m fi o i T & a i h t i c e t e c i H o e t a I o a a 2 a c a o a r a t w l c t t ( a s r c c s m m o r fi t t e w H e s t a H p m b c M p g t e a o 6 M.F. Costa et al. / RAUSP Ma ction in order to remain competitive in the market. This section s relevant to identify the relation between market strategies and he management of soccer clubs, providing an overview of some oncepts and practices of these clubs in the soccer market, with view of listing internal resources and external aspects that may ontribute to the clubs’ competitive advantage. According to Pitts and Stotlar (2002), the sports industry onsists of sports-oriented products and buyers. These include tness, recreation, leisure products, and related goods and ser- ices. The buyers are companies and consumers from different ities and countries. A more detailed definition, according to he authors, is that the sports industry “is [a] market in which he products offered to the buyers are related to sports, fitness, ecreation, or leisure and can include activities, goods, services, eople, places, or ideas” (p. 5). Pitts and Stotlar (2002) state that, among the fifty largest ndustries in the world, sports ranks among the first 20, and oyalties, purchase of sports-related books, building of stadia nd gymnasia, and TV and radio broadcasting contracts are the ategories in the sports industry that have grown the most since he 1980s. When considering sports environments, it is important o indicate that, for each, there is a strategic model rationalized in roader environments on an increasingly global scale (Ogbonna Harris, 2014; Thornton, 1995). In global soccer, based on a strategic perspective, the his- ory of soccer is noteworthy (Proni, 2000; Solberg & Mehus, 014). The historical context allows us to observe the evolution f football as a business, with the inclusion of actors (business- an, organizations, media, and clients) in a constant search for nancial performance. In addition, soccer is approached based n its internal resources and external aspects, such as market- ng (Kase, De Hoyos, Sanchis, & Breton, 2007; Kriemadisa, erzoudisa, & Kartakoullisb, 2010), as well as on strategy (Hill Vicent, 2006; Madichie, 2009). Sports has been one of the most important social phenomena round the world since the 20th century, with soccer mov- ng from substantive to instrumental engagement, from the omo sportivus to the economicus (Tubino, 2011). According o Battaglia (2010), in the management process of sports clubs, ncluding soccer, the concern is with treating the sponsor as a lient. The foundations are now focused on service provision, xternal interfaces, strategic planning, and information systems o help the clubs to achieve satisfactory performance (Abosag t al., 2012). This is what Proni (2000) calls the “metamorphosis of soc- er,” where the State’s role as a promoter has diminished and nvestors and remunerated professionals have become central. istorically, one of the interpretations of soccer presents it as riginating from a bourgeoisie that sought differentiation beyond conomic aspects. And according to Solberg and Mehus (2014), his was achieved through practicing sports. Over time, however, s a result of its popularization the poorer started to participate. n recent years, the return to its elitist origins is noticeable as, in rder to truly accompany their club, supporters end up spending considerable amount of money purchasing tickets, TV pack- ges, official club shirts, and trips to watch games, etc. (Gurgel, 006). r t l a ent Journal 53 (2018) 23–34 Morgan and Summers (2008) discuss soccer as an industry nd strategy approach. They recognize soccer as a business and onsider consumer and sports marketing actions in order to gain nd retain consumers beyond the strategic approach, which rests n the resources the clubs intend to develop to perform well on nd off the field. This perspective of soccer as a business comes with pressure elated to the high salaries paid to players with distinguishes ttributes in their ability to play, and clubs needing to maintain hese players in an environment of considerable competition ith other clubs (Sener & Karapolatgil, 2015). In addition, the ogic of the clubs’ internal structure needs to be aligned with the orporate view of the training center, with paid instead of volun- ary employees (Hoeber & Hoeber, 2012; Olson et al., 2016). In his sense, strategic actions are implemented in the light of the RBV), whether these are internal resources or external aspects. Based on the literature review on strategy and RBV, as well s this section – which lays out the context for strategies in the occer industry – hypotheses were elaborated for: (a) internal esources – equity (physical structure/staff), brand, communi- ation, and product; and (b) external aspects – sponsors and ompetitors. These internal resources and external aspects were elected for this research because they constantly figure in the edia or the club managers’ discourse about the clubs’ perfor- ance in the contemporary soccer industry, whether in sporting r economic terms. Facilities and staff are highlighted for soccer clubs’ equity esources. The size of a club can be assessed by the value of its xed assets. According to Leone (1991), this parameter serves o better show the organization’s physical dimensions. Beyond he physical structure, however, staff are also part of company quity, due to investments in staff training and qualification, ith a view to achieving better market performance (Vomberg, omburg, & Bornemann, 2015). Therefore, equity management fforts need to consider aspects of the facilities and the company taff (Lu, Chen, Huang, & Chien, 2015). To assess the impor- ance of soccer club equity from the perspective of competitive dvantage, the following hypothesis was raised. ypothesis H1. The strategic management of equity (i.e., hysical structure/staff) positively influences the market perfor- ance perceived by soccer club. According to Almeida (2011) and Abosag et al., 2012, the rand is the name or symbol that identifies the company, in this ase the soccer club. Many soccer clubs, including Barcelona, anchester United, Milan, Bayern Munich, and Real Madrid ossess a strong brand in the soccer market. A strong brand has reater bargaining power in the market and realizes better con- racts with sponsors. The strategy of associating different brands xists, which is a mechanism that relates a club’s brands with sponsor’s brand. This can be done in a cognitive, associative, r affective manner. Pitts and Stotlar (2002) affirm that club elations with strong brands in the market has been established hrough licensing, which has grown since the 1970s in countries ike the United States, through brands like Pierre Cardin, Polo, nd Esprit, for example. nagem w t b W o a 2 w o h H t c n r s c a c a m c b l H w m & s a h s o T o g d H c m t a p i b t i s i w b e t t n p l e s t o ( b t n r t H s p F f c l 2 i a a v r b r c H c o M & p s i A m M.F. Costa et al. / RAUSP Ma Morgan and Summers (2008) identify that companies that ant to work with brands in the sports industry need to assess he category, nature, benefits, differences, and credibility of the rand in relation to the soccer club from a strategic viewpoint. hen a club possesses a strong brand, all products or services ffered in the market will be better accepted by the target public nd the public audience (Seyedghorban, Matanda, & LaPlaca, 015), that is, people who are not supporters but sympathize ith the club brand. To assess the perceived competitive strength f a brand according to soccer club managers, the following ypothesis was elaborated. ypothesis H2. The strategic management of the brand posi- ively influences the market performance perceived by the soccer lub. Communication, according to Morgan and Summers (2008), eeds to be aggregated and interrelated with publicity, public elations, sponsoring, sales promotion, direct marketing, per- onal sales, and interactive channels like the Internet. This ommunication also involves the sharing of ideas or thoughts mong club members, who develop these policies with related ommunity (supports, media, and consumers). These strategies re intended to convince the consumers about the club and trans- it a reliable image (Abosag et al., 2012). The role of the club’s ommunication with supports and potential audiences to achieve etter performance in the market was assessed through the fol- owing hypothesis. ypothesis H3. The strategic management of communication ith the target public positively influences the market perfor- ance perceived by the soccer club. The product can be a tangible commodity or service (Haverila Fehr, 2016). The core product a soccer club offers to its upporters is soccer game entertainment (Ederson, 2015). In ddition, other goods and services can be aggregated to obtain igher revenues, such as the sale of club shirts, the supply of ervices to the supporters who are club associates and the sale f image rights for television (Sener & Karapolatgil, 2015). o assess the importance of product management with a view f obtaining better market performance and, consequently, a reater competitive advantage, the following hypothesis was eveloped. ypothesis H4. Strategic management of the product (soc- er game) positively influences the soccer club’s perception of arket performance. For sponsorship, Stotlar (2005) argues that when a company akes interest in sponsoring a club, it expects that the latter will dd value to its image, maximize brand exposure, and leverage artner benefits through new business opportunities. Sponsoring s a widely accepted concept, but a strategic alliance needs to e developed between the sport and corporate investors in order o achieve both parties’ objectives and reduce risks. Accord- ng to Zauner, Koller, and Fink (2012), sponsorship acts like ocial media, being capable of analyzing whether the perceived mage of the brand and credibility have been achieved, along ith influence and perceived valuation. n a o b ent Journal 53 (2018) 23–34 27 Other advantages in line with these issues are also related to rand globalization, media exposure, and increased …