Managing and Modeling the Combination of Resources in Professional Sporting Events

  • Lionel Maltese
  • Lucien Veran


With a view towards integrating the Business Model concept into Resource-Based thinking, this research paper questions the concept with respect to its potential for formalizing a firm’s resource arrangement and control methods. The clinical study of three cases of international sporting event organization (Roland Garros, BNP Paribas Masters and Open13) enables a comparison of Business Models which rely on the same pool of resources but which structure and manage them differently. The main result identified in the context of an unstable sports environment, is the importance of such organizations’ aptitude to deploy and control resources which have been built up with certain stakeholders. Beyond the comparison of different Business Models within a similar environment, an empirical sequential approach for building up and managing a firm’s assets is suggested. The analysis of the development of each Business Model also enables us to understand how strategies for limiting the dependence of an organization on the reputation of its main suppliers are rolled out.


Social Capital Business Model Dynamic Capability Main Partner Strategic Resource 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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Copyright information

© Springer-VerlagBerlin Heidelberg 2010

Authors and Affiliations

  1. 1.Paul Cezanne University, Aix-MarseilleMarseilleFrance
  2. 2.Euromed ManagementMarseilleFrance

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