Edited by Sten Söderman and Harald Dolles
Chapter 18: Portfolio theory and the management of professional sports clubs: the case of Maple Leaf Sports and Entertainment
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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