Impact of strategic management on the global performance of sports organizations: Case of Moroccan football clubs

Abstract

Performance is a polysemous concept. It has undergone several metamorphoses as the tools of its measurement and its apprehension evolve. Moving from a performance based on financial logic towards a more holistic logic which takes into account all the stakeholders of an organization. In this sense, we should note a divergence between the European approach and the American one in terms of the definition of overall performance.Our work consists in determining the impact of the various variables likely to forge the concept of the overall performance of a sports organization, in this case the football clubs in Morocco. Performance measurement differs from organization to organization. Indeed, the structural contingency approach that nonprofit organizations are very specific in terms of appropriation and regulation of value. It consists in apprehending the impact of strategic management on the overall performance of sports organizations, in this case football clubs. In this sense, a central question arises: To what extent can the strategic management of performance be a real lever for the appropriation and regulation of the latter in a Moroccan context in full mutation? To address this issue, the position chosen is positivism. Moreover, the research methodology is based on a quantitative logic. The population studied consists of all the football teams of the first and second divisions. As for the people interviewed, they are managers positioned differently in the hierarchy of the sports organizations studied. The results obtained reveal a very important observation which consists of saying that the economic and financial dimension has a very considerable impact on the overall performance of the organizations studied and a "spill over" on the other variables of overall performance. Finally, a balance between the economic dimension and the sporting dimension, via "compromises", is considered a golden rule for a better appropriation of value for this type of organization.

Keywords: performance, sports organizations, strategic management, stakeholders

Classification JEL: L25, M13

Paper type: Empirical research