scholarly journals The multi-dimensionality of competitive balance: evidence from European football

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bill Gerrard ◽  
Morten Kringstad
Keyword(s):  
Two Dimensions ◽  
Regulatory Mechanisms ◽  
Competitive Balance ◽  
Empirical Measures ◽  
Content Type ◽  
Correlation And Regression Analysis ◽  
Small Market ◽  
Key Policy ◽  
And Performance ◽  
The One

PurposeThe purpose of this paper is to address the problem of designing league regulatory mechanisms given the multi-dimensionality of competitive balance and the proliferation of empirical measures.Design/methodology/approachA three-stage approach is adopted. Firstly, a taxonomy of empirical measures of competitive balance is proposed, identifying two fundamental dimensions – win dispersion and performance persistence. Secondly, a simple two-team model of league competitive balance is used to explore the dispersion–persistence relationship. Third, correlation and regression analysis of seven empirical measures of competitive balance for the 18 best-attended top-tier domestic football leagues in Europe over the 10 seasons, 2008–2017, are used to (1) validate the proposed categorisation of empirical measures into two dimensions; and (2) investigate the nature of the dispersion–persistence relationship across leagues.FindingsThe simple model of league competitive balance implies a strong positive dispersion–persistence relationship when persistence effects increase for big-market teams relative to those for the small-market teams. However, the empirical evidence indicates that while leagues such as the Spanish La Liga exhibit a strong positive dispersion–persistence relationship, other leagues show little or no relationship, and some leagues, particularly, the English Premier League and top-tier divisions in Belgium and Netherlands, have a strong negative dispersion–persistence relationship. The key policy implication for leagues is the importance of understanding the direction and impact of dispersion and persistence effects on the demand for league products.Originality/valueThe variability in the strength and direction of the dispersion–persistence relationship across leagues is an important result that undermines the “one-size-fits-all” approach to designing league regulatory mechanisms.

Intellectual capital and performance of listed companies: empirical evidence from Italy

2014 ◽  
Vol 18 (1) ◽  
pp. 22-35 ◽  
Author(s):  
Domenico Celenza ◽  
Fabrizio Rossi
Keyword(s):  
Explanatory Power ◽  
Value Added ◽  
Listed Companies ◽  
Cross Sectional ◽  
Content Type ◽  
Accounting Performance ◽  
And Performance ◽  
The One ◽  
Two Stages ◽  
The Relationship

Purpose – The aim of this paper is to investigate the relationship between corporate performance and Value Added Intellectual Coefficient (VAICTM) on the one hand, and the relationship between the variations in market value and the variations in VAIC on the other hand. Design/methodology/approach – Starting from the VAIC model, 23 Italian listed companies were examined with the aim of investigating the relationship between VAIC and the performance of the firms in the sample. The analysis was divided into two stages. In the first stage, eight models of linear regression were estimated to verify the presence of a positive and statistically significant relationship between M/BV and VAIC and between accounting performance indicators (ROE, ROI, ROS) and the VAIC. In the second stage, six other models were tested, considering as an independent variable the variations in VAIC and the variations in profitability indicators. Findings – The outcomes of the application stress the importance of VAIC in the explanation of the variations in MV and its role as “additional coefficient” in the analysis of equity performance. Originality/value – This methodology highlights some very interesting aspects. In particular, whereas the relationship between M/BV and VAIC and between profitability indicators (ROI, ROE, ROS) and VAIC is statistically insignificant, the subsequent analysis highlights the importance of VAIC as a variable capable of increasing the explanatory power of the regression in a cross-sectional perspective.

scholarly journals Interplay between performance measurement and management, employee engagement and performance

2017 ◽  
Vol 37 (9) ◽  
pp. 1207-1228 ◽  
Author(s):  
Marisa Smith ◽  
Umit Sezer Bititci
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Employee Engagement ◽  
Longitudinal Research ◽  
Two Dimensions ◽  
Performance Measurement System ◽  
Future Research ◽  
Content Type ◽  
Performance Measurement Systems ◽  
And Performance

Purpose The purpose of this paper is to recognise the importance of the interplay between performance measurement, performance management, employee engagement and performance. However, the nature of this phenomenon is not well understood. Analysis of the literature reveals two dimensions of organisational control, technical and social, that are used to develop a conceptual framework for studying this phenomenon. Design/methodology/approach The authors conducted explorative action research involving pilot and control groups from two departments of a UK bank. Findings The authors show that an intervention on the social controls has led to changes in technical controls of the performance measurement system resulting in significant improvement in employee engagement and performance. Research limitations/implications The research was undertaken with two cases from a single organisation. Further fine-grained, longitudinal research is required to fully understand this phenomenon in a wider range of contexts. Practical implications The paper contributes to the theory on performance measures and gives guidance on how organisations might design their performance measurement systems to enhance employee engagement and performance. Originality/value The study makes three contributions. First, the authors introduce a new theoretical framework based the organisational control theory providing a basis for future research. Second, through nine propositions, the authors establish a causal relationship between performance measurement, performance management, employee engagement and performance. Third, the authors identify a gap in knowledge concerning the design of organisational controls in the context of the process that is being managed.

DEA performance assessment of Greek listed metallurgical firms

2014 ◽  
Vol 9 (1) ◽  
pp. 58-77 ◽  
Author(s):  
Ioannis Tsolas
Keyword(s):  
Performance Measures ◽  
Design Methodology ◽  
Market Value ◽  
Two Dimensions ◽  
Data Envelopment ◽  
Content Type ◽  
Dea Efficiency ◽  
Performance Dimensions ◽  
And Performance ◽  
Using Data

Purpose – This paper aims to assess two distinct aspects of performance in terms of technical (sales) efficiency and efficiency in market value generation of a sample of Greek metallurgical firms listed on the Athens Exchange by using data envelopment analysis (DEA). Design/methodology/approach – Both aspects of performance are measured by employing the DEA BCC model, combined with bootstrap and generalized proportional distance function (GPDF). Statistical analysis is performed to investigate whether there is a positive link between the two examined performance dimensions. Findings – Inefficiency is uncovered in both performance dimensions, but there is a lower level of performance in market value generation than in technical efficiency. Correlation analysis results do not point out positive links between performance measures for the sample firms. Research limitations/implications – The derived performance measures allow firm managers to set their own priorities and to seek out improvements along the two dimensions of performance; moreover, they may contribute to the reduction of information asymmetry among investors. Originality/value – This paper is one of a few that investigate the link between DEA-based sales performance and performance in market value generation. It contributes methodologically through the adoption of fundamental analysis principles in estimating efficiency in the two performance dimensions and the development of a DEA efficiency model in the presence of negative data.

Developing a benchmarking system for architecture design firms

2019 ◽  
Vol 26 (1) ◽  
pp. 139-152 ◽  
Author(s):  
José Luis Salvatierra ◽  
Miguel Ángel Gálvez ◽  
Freddy Bastías ◽  
Tito Castillo ◽  
Rodrigo Fernando Herrera ◽  
...  
Keyword(s):  
Construction Industry ◽  
Performance Indicators ◽  
Design Methodology ◽  
Management Practices ◽  
Content Type ◽  
Construction Company ◽  
And Performance ◽  
Design Firms ◽  
The One ◽  
Benchmarking System

Purpose The construction industry’s business model is mainly based on the interaction among the architecture office, the engineering office and the construction company. The performance and practices of architects’ offices, unlike those of the other actors, are difficult to characterize and there have been few studies on these issues. To better understand architects’ performance, the purpose of this paper is to develop a benchmarking tool based on real practices identified by managers of Chilean architecture offices. Design/methodology/approach The research method includes a complete literature review, followed by a study of a sample of nine Chilean architecture offices, with whom a series of four workshops was developed, to establish both performance indicators and relevant management practices. Finally, these metrics were applied in an architectural office as a pilot case. Findings Four management dimensions were defined: client management, external coordination, internal organization and human resources. Key performance indicators were divided into process, financial and quality indicators. The workshops carried out with the architectural offices demonstrated the relevance of benchmarking tools such as the one developed, which enables the systematic measurement of both management practices and performance indicators. Originality/value Although there have been several efforts to create benchmarking tools for the construction industry, few efforts have focused on architecture offices. Therefore, this research aims to explicitly identify management practices that can be used for this type of organization and to coordinate among multiple actors to find the best way to measure their performance, other than the fulfilment of schedules and budgets.

Measures of learning in the workplace

2019 ◽  
Vol 27 (4) ◽  
pp. 15-18
Keyword(s):  
Workplace Learning ◽  
Business Environment ◽  
Learning Opportunities ◽  
Diverse Range ◽  
Empirical Measures ◽  
Content Type ◽  
Factors Affecting ◽  
Pertinent Information ◽  
And Performance ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Workplace learning is important for both individuals and organizations for sustainable development in a fast-paced and changing competitive business environment. This article looks at 9 empirical measures of workplace learning, looking at individual and contextual factors affecting learning, activities for learning, and the outcomes of learning. The review provides Human Resource departments guidance on supporting a diverse range of job-related learning opportunities to increase employee and organizational knowledge and performance. Originality The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Open innovation in specialized SMEs: the case of supercars

2017 ◽  
Vol 23 (6) ◽  
pp. 1167-1195 ◽  
Author(s):  
Andres Ramirez-Portilla ◽  
Enrico Cagno ◽  
Terrence E. Brown
Keyword(s):  
Open Innovation ◽  
Structural Equation ◽  
Social Performance ◽  
Two Dimensions ◽  
Three Dimensions ◽  
Equation Modeling ◽  
Content Type ◽  
Firm Innovativeness ◽  
And Performance

Purpose The purpose of this paper is to explore the influence that adopting open innovation (OI) has on the innovativeness and performance of specialized small and medium-sized enterprises (SMEs). This paper also examines the adoption of OI within a firm’s practices and models, and within the three dimensions of firm sustainability. Design/methodology/approach Survey data from 48 specialized SMEs manufacturing supercars were analyzed using partial least squares structural equation modeling. SmartPLS software was used to conduct a path analysis and test the proposed framework. Findings The findings suggest that high adoption of OI models tends to increase firm innovativeness. Similarly, the adoption of OI practices has a positive effect on innovativeness but to a lesser extent than OI models. The moderation results of innovativeness further show that OI models and practices can benefit the performance of SMEs. Specifically, two dimensions of performance – environmental and social performance – were found to be greatly influenced by OI. Research limitations/implications Due to parsimony in the investigated model, this study only focuses on OI adoption as practices and models without considering its drivers or other contingency factors. Practical implications This paper could help practitioners in SMEs better understand the benefits of adopting OI to be more innovative but also more sustainable. Originality/value This study contributes to the literature on the role of OI practices and models regarding the dimensions of firm sustainability performance by being the first paper to investigate this relationship in the context of small and medium manufacturers of supercars.

Motives and performance outcomes of mass customization capability: evidence from Chinese manufacturers

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hongyan Sheng ◽  
Taiwen Feng ◽  
Lucheng Chen ◽  
Dianhui Chu ◽  
Weijie Zhang
Keyword(s):  
Economic Performance ◽  
Mass Customization ◽  
Design Methodology ◽  
Performance Outcomes ◽  
Manufacturing Firms ◽  
Two Dimensions ◽  
Performance Model ◽  
Content Type ◽  
Service Oriented ◽  
And Performance

PurposeThe purpose of this study aims to develop and test a motives-mass customization (MC) capability-performance model by dividing MC capability into product-oriented MC capability and service-oriented MC capability.Design/methodology/approachThis research tests the hypothesized relationships using survey data from 277 Chinese manufacturing firms.FindingsThe results indicate that instrumental, relational and moral motives all have significantly positive impacts on product-oriented and service-oriented MC capability. The authors also find that product-oriented MC capability partially mediates the impacts of relational and moral motives on operational, environmental and economic performance, while service-oriented MC capability partially mediates the impacts of instrumental, relational and moral motives on operational, market, environmental and economic performance.Originality/valueThis study complements the existing MC literature by describing MC capability into two dimensions: product-oriented MC capability and service-oriented MC capability.

Governance and performance in co-exploitation and co-exploration projects

2020 ◽  
Vol 35 (5) ◽  
pp. 875-894
Author(s):  
Miguel Solís-Molina ◽  
Miguel Hernández-Espallardo ◽  
Augusto Rodríguez-Orejuela
Keyword(s):  
Governance Mechanism ◽  
Informal Governance ◽  
Content Type ◽  
Collaborative Innovation ◽  
Innovation Projects ◽  
Innovation Project ◽  
Contractual Governance ◽  
Complementary Assets ◽  
And Performance ◽  
The One

Purpose This study aims to investigate how contractual vs. informal governance influences the performance of collaborative innovation projects considering their exploitation vs. exploration character. Design/methodology/approach Data are collected from a sample of 218 companies that have developed innovative projects in collaboration with other organizations. Regression models are estimated to test the hypotheses. Findings The results indicate that contractual governance is the most effective for co-exploitation projects compared to informal governance. Specialization in either contractual or informal governance is more effective for co-exploration projects. Practical implications Developing collaborative innovation projects with other organizations is an alternative for firms to innovate either by exploiting complementary assets or by exploring new opportunities. Thus, the success of the collaborative innovation project is significantly affected by the way the collaboration is governed. On the one hand, for co-exploitation projects, companies should rely on contracts to improve their performance. On the other hand, for co-exploration projects, governance may specialize in either contracts or informal mechanisms to reach higher performance. Originality/value Despite previous studies analyzing the effect of contractual or informal governance on the performance of collaborative innovation projects, no research has focused on comparing simultaneously these effects, by using the innovation character of the project of co-exploitation or co-exploration as a moderator. Therefore, this paper explores comparatively the most effective type of governance mechanism for co-exploitation and co-exploration projects.

Co-creating value with suppliers: a conceptual framework

2019 ◽  
Vol 13 (2) ◽  
pp. 213-227
Author(s):  
Paulo Sergio Altman Ferreira
Keyword(s):  
Health Care ◽  
Conceptual Framework ◽  
Dynamic Capabilities ◽  
Health Care Organizations ◽  
Two Dimensions ◽  
Content Type ◽  
Theoretical Perspectives ◽  
And Performance ◽  
Mutual Change

PurposeThis study aims to put forward a conceptual framework to promote strategies for exploring and exploiting value co-creation with suppliers through dynamic capabilities development.Design/methodology/approachThe conceptual framework was developed by applying deductive logic to blend the theoretical perspectives of value co-creation and dynamic capabilities concerning interaction and innovation.FindingsThe suggested framework emphasized that to co-create value with suppliers, health-care organizations need to integrate innovation abilities with interactional abilities for assimilating mutual processes and resources. The study also points out the crucial role of middle managers to articulate the diverse value perspectives and act as change catalysts.Practical implicationsThis paper provides a roadmap for health-care managers to develop internal bundles of resources and integrate inter-organizational processes in the direction of co-creating value. The approach suggests the use of project pipelines and performance measures as managerial tools for aligning value co-creating initiatives with suppliers.Originality/valueThe study is a pioneering attempt to develop a conceptual framework for co-creating value with suppliers and, consequently, to provide innovative services to patients. The study aligns with previous value co-creation and dynamic capabilities works in terms of interaction and innovation development. However, based on the interrelation of these two dimensions, the study puts forth four interrelated processes (experimenting new possibilities of value creation; articulating value alignment initiatives; implementing mutual benefits; and executing and managing performance improvement) attached by mutual change mechanisms.

A business model typology for destination management organizations

2019 ◽  
Vol 74 (6) ◽  
pp. 1135-1152 ◽  
Author(s):  
Stephan Reinhold ◽  
Pietro Beritelli ◽  
Rouven Grünig
Keyword(s):  
Business Model ◽  
Perceived Control ◽  
Business Models ◽  
Two Dimensions ◽  
Model Concept ◽  
Value Capture ◽  
Content Type ◽  
Ideal Types ◽  
The One ◽  
Destination Management Organizations

PurposeThe need and legitimacy of destination management organizations (DMOs) are increasingly questioned. Still, the tourism literature provides little advice on how DMOs change and finance their activities for the benefit of their destination-given contextual change. This conceptual article aims to contribute to filling this gap. The authors do so by proposing a typology of business models for destination management organizations.Design/methodology/approachWith the help of typological reasoning, the authors develop a new framework of DMO business model ideal types. To this end, the authors draw on extant literature on business model typologies and identify key dimensions of DMO business models from the tourism literature.FindingsThe challenges DMOs face, as discussed in the tourism literature, relate to both ends of their business model: On the one end, the value creation side, the perceived value of the activities they traditionally pursue has been declining; on the other end, the value capture side, revenue streams are less plentiful or attached to more extensive demands. On the basis of two dimensions, configurational complexity and perceived control, the authors identify four distinct ideal types of DMO business models: the destination factory, destination service center, value orchestrator and value enabler.Originality/valueThe authors outline a “traditional” DMO business model that stands in contrast to existing DMO classifications and that relates DMO challenges to the business model concept. The typology provides an integrated description of how DMO business models may be positioned to create and capture value for the organization and the destination(s) it serves. The ideal types point to important interdependencies of specific business model design choices.

Sign in / Sign up

Export Citation Format

Share Document