Table of Contents

Handbook of Research on Sport and Business

Handbook of Research on Sport and Business

Elgar original reference

Edited by Sten Söderman and Harald Dolles

This Handbook draws together top international researchers and discusses the state of the art and the future direction of research at the nexus between sport and business. It is heavily built upon choosing, applying and evaluating appropriate quantitative as well as qualitative research methods for practical advice in sport and business research.

Chapter 18: Portfolio theory and the management of professional sports clubs: the case of Maple Leaf Sports and Entertainment

Norm O’Reilly

Subjects: business and management, management education, organisational behaviour, research methods in business and management, economics and finance, sports, education, management education, research methods, qualitative research methods, quantitative research methods


Models of management are known to render decision-making less complex and more certain when implemented properly and in a timely fashion by experienced managers, and have therefore been the topic of frequent discussion (Mintzberg, 1987). In fact, one group of researchers (ten Have et al., 2003) have produced a compilation of more than 50 of the most used and cited management models, noting the importance of the manager’s active role and the necessity of research into new models. Practitioners of professional sport support this argument: Richard Peddie, President of Maple Leaf Sports and Entertainment, assures that his organization is ‘batting much better’ than Henry Mintzberg’s claim that organizations follow only 10 per cent of their strategic plans (personal communication, 7 April 2008). Examples of widely accepted management models include Kaplan and Norton’s (2007) balanced scorecard, Mintzberg’s (1983, 1990) configurations of organizational structures and Porter’s (1998) five forces model. This chapter focuses on the development of a management model specific to professional sport clubs.

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