Lessons and messages

Abstract

Despite exponential growth, professional sport is often characterized as being, in business terms, inferior to other industries, with examples of sophisticated practice found only in isolated cases of effective management. This characterization is potentially due to the lack of an effective management model for professional sport clubs and organizations. In response, some research adopts a portfolio theory as the basis for developing a professional sport club management model, i.e. it considers the club to be a portfolio of assets (O’Reilly, 2012).