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The COVID-19 crisis represented a major challenge in various social and economic sectors, and the sport context was no exception. Professional clubs had to deal with an intense organisational and operational environment, which is essential to apply their tangible and intangible assets to obtain a sustainable competitive advantage. This study aims to examine the role of entrepreneurial orientation, market orientation and learning orientation in the performance of professional football clubs. In light of the lens of the resource-based view and adopted a qualitative approach, we conducted semi-structured interviews during the pandemic period with stakeholders from five football clubs participating in professional competitions. The results show that entrepreneurial orientation, market orientation, and learning orientation influence sports clubs’ performance. This study is relevant for sports organisations as it identifies a set of assets that, when strategically managed, can increase organisational performance and generate and enhance their competitive advantage and sustainability. It shows a relation between organisational orientations, the resources implemented in clubs and their performance. Competition stimulated sports organisations to adapt, renew, reconfigure and re-create their resources and capabilities in tune with the environment. Furthermore, professional sports clubs try to follow strategies that improve their sports performance, adapting entrepreneurial orientation to developing new services, products and activities, accepting risks and being proactive. This study is relevant for sports organizations in general, as it identifies a set of assets that, when strategically managed, can increase organizational performance as well as generate and improve a competitive advantage. |
