After the 1990's, the changes in the football world had helped to develop and to grow the economy of football rapidly. The development of digital broadcasting led to build a bigger commercial structure. With the effect of those changes, commercial incomes, sponsor revenues, stadium and facilities incomes, and betting incomes have increased over time. This rapid change also brings several problems. UEFA has published UEFA criteria in order to protect football's sustainability and viability in a long term. Depending on license criteria that is published by UEFA, it has used a road map for football clubs, regarding of corporate structure of UEFA to work, that identified the general rules like in a company structure and management that should be all the necessary factors of production in a systematic and effective way in order to transform football clubs to a corporate organization and make them sustainable. With this out of the common guide explains readers how to run a club in today's demanding, high competitive and high-tech environment and, establish its brand, and bring in the revenue required to ensure long-term success. Those who manage and lead clubs will find that they can improve a successful business plan of their club mission and have the instruments to develop and sustain organizations that are feasible and financially wealthy and that satisfy the needs of footballer and those who support them.

After the 1990's, the changes in the football world had helped to develop and to grow the economy of football rapidly. The development of digital broadcasting led to build a bigger commercial structure. With the effect of those changes, commercial incomes, sponsor revenues, stadium and facilities incomes, and betting incomes have increased over time. This rapid change also brings several problems. UEFA has published their criteria in order to protect football's sustainability and viability in a long term. Depending on license criteria that is published by UEFA, it has used a road map for football clubs, regarding of corporate structure of UEFA to work, that identified the general rules like in a company structure and management that should be all the necessary factors of production in a systematic and effective way in order to transform football clubs to a corporate organization and make them sustainable. Football clubs are determinedly founded and play an important role in the improvement of the football player. However, few resources are available for those responsible for organizing, developing, and managing club sports. With this out of the common guide explains readers how to run a club in today's demanding, high competitive and high-tech environment and, establish its brand, and bring in the revenue required to ensure long-term success. Those who manage and lead clubs will find that they can improve a successful business plan of their club mission and have the instruments to develop and sustain organizations that are feasible and financially wealthy and that satisfy the needs of footballer and those who support them.

Playing with round objects has always been attractive and peculiar to humankind since the ancient times. Football is considered to be one of the rare sport branches which give as much pleasure to the spectators as to the players. Football has been a trading area, the importance and lucrativeness of which is felt by almost everyone, since it came up. In addition, football has turned out to be an industry through advertising revenues, sponsorships, live broadcasts, club products for fan, stocks of clubs, football equipment sold in stores, ticket fees paid by the fans who lost their hearts to their teams, combined tickets and even 'special to fans' credit cards offered banks; thus, it has no longer been a game played with amateur spirit, but a totally professional one.

This paper aims to analyze how systemic thinking might contribute to investigate the interaction between company internal organization, financial structure and corporate governance. We focus our analysis on professional football teams as this special business combination provides an evident example of companies whose performance cannot be evaluated considering only financial returns or shareholder value. The investments of a professional football team are mainly in intangible resources, first and foremost in the skills and the competences of players, coaches, the general manager, and the medical staff. At the same time, the final outcome will include, both financial income, and intangible assets, like experience, popularity, reputation. The latter will pertain not only to the shareholders but to all the professionals involved, who will benefit of a higher market value for their services. Furthermore the supporters are an important component of the firm's value too, because a substantial portion of future cashflows depends on the presence of a loyal customer base, whose claims cannot be disregarded without consequences on the economic value created by the organization. The traditional economic approach, correlating residual claimants with residual control rights and therein corporate governance, cannot be applied in presence of residual claimants who are different from shareholders. A professional football team strategy requires a multi-constituency systemic approach to be effectively implemented and to correctly evaluate its performances. Nowadays football is a business and several professional football teams are listed companies. Nonetheless many of them are experiencing financial losses, high debt and difficulties in funding their investments. Are these symptoms of a failure in creating economic value? Financial statements only give a true and fair assessment of value reporting assets and liabilities at their historical value, but where is the real value? How can we reliably assess the economic value of a football team? And who really owns those intangible assets that represent the largest fraction of its economic value? Moving from these considerations, can we reasonably imagine that a good corporate governance model should take into account only shareholders' interests? According to

This part includes selected sports related papers that were presented in ATINER’s conference in 2005. The book is organized into three sections, each one reflecting a common theme. However, the impo-rtance of this endeavour does not lie on the homogeneity of the papers included in each section but in the diverse group of authors and the variety of methodology used in researching sports from a management, economic, and production point of view. With the help and support of the Panhellenic Association of Sports Economists and Managers (PASEM), this book unifies the subjects presented and explores the central topic under three prevailing themes: issues on the economics and management of professional sports, issues on the economics and management of mega athletic events and other sports subjects, particularly addressing the production of sport. In total 22 papers were included that represented researchers from 14 countries.

In the European context “commercialized” sport clubs (CSCs) typically operate in multiple social spheres where different institutional logics prevail and hence CSCs are faced with having to be many different things to many different people. In this article a tentative typology of seven institutional logics that combine to constitute the CSC is outlined and their interrelations and implications for governance are discussed. In drawing extensively on institutional organization theory, the article points out the need for leadership to create organizations that, despite the multitude of logics that constitutes them become an end in their own right.

Purpose – Focusing primarily on Italian and European football, the research performs extended analyses at both the club and federation levels, compares between financial and sport achievements, and identifies correlations and discrepancies between the two. The paper aims to discuss these issues. Design/methodology/approach – The paper studies managerial systems and strategic directions across clubs and countries and links them to financial and sport performance. The research is primarily secondary-data and literature review based and uses multiple sources to ensure validity and reliability of the findings. Findings – Solutions to the diachronic problems of football cannot be addressed through isolated actions, nor by isolated clubs, or even federations; but through systemic changes that affect, at club and federation levels: the organisational structure; the financial control mechanisms; and the very social essence of football. Research limitations/implications – The research is lim...

In the European context “commercialized” sport clubs (CSCs) typically operate in multiple social spheres where different institutional logics prevail and hence CSCs are faced with having to be many different things to many different people. In this article a tentative typology of seven institutional logics that combine to constitute the CSC is outlined and their interrelations and implications for governance are discussed. Drawing extensively on institutional organization theory, the article identifies the need for leadership to create organizations that become an end in their own right despite the multitude of logics that constitute them.