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Purpose
The aim of this study is to demonstrate suitability of the continuous improvement framework and use of benchmarking method in the context of sports.
Design/methodology/approach
This study uses non‐financial performance measures that are indicative of performance and are closely related to the desired outcomes. Use of such measures seems ne...
Contexts in source publication
Context 1
... paper studies the relationship between attendance, as a proxy for fans' satisfaction and an important indicator for teams' financial success, and the performance by the team on the court. Figure 1 shows the theoretical framework for this study. ...
Context 2
... financing of sports facilities for professional franchises do not appear to be economically beneficial to the taxpayers, however, popular sports franchises are more likely to receive public support for such subsidies than those with a losing record. The framework in Figure 1 suggests the influence of the player selection process on the fans' satisfaction and attendance, as well as the franchise's strategy and structure. ...
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The growth of sports analytics (SA) has raised numerous research topics across a variety of sports, including basketball. Agent-based modeling (ABM) has great potential to assist and inform SA, but to date it has not been utilized. To support the use of ABM in SA, a model of a basketball game, which considers most fundamentals of play, is presented...
Citations
... Aligned with the core premise of RBT, organizational resources contribute to better organizational performance. Operating efficiency, therefore, plays a critical role in the key performance of sports franchises, as evidenced by the use of team efficiency in explaining the performance of professional sports teams in various studies [24,27,28,[62][63][64]. However, to establish whether operating efficiency constitutes a distinguishable and critical core competence for sports franchises, a statistical test is imperative. ...
The main purpose of this research is to empirically analyze the determinants of organizational performance using National Basketball Association (NBA) team data. Based on the resource-based theory of the firm, prior studies posit that operational efficiency encompasses the ability of professional sports teams to translate their resources into creating organizational performance. The contention is that NBA teams enhance organizational performance in the market when possessing valuable, rare, inimitable, and non-substitutable resources and capabilities. In this sense, the operational efficiencies of NBA teams align with the concept of core competence, enabling teams to achieve competitive advantages through superior performance. The exploration of the level of operating efficiency in NBA teams and its role in organizational performance is beyond essential. This study conceptualizes operating efficiency as the degree of competence exhibited by professional sports teams, drawing on comprehensive game-related statistics and financial performance data derived from human assets and team budgets. To bridge theory and empirical investigation, data spanning six seasons (2015–2016 to 2020–2021) for all 30 NBA teams were collected. The results reveal that 29 out of 180 decision-making units exhibit outstanding organizational efficiency, significantly contributing to franchise value.
... Otra aplicación importante es de Mozgovoy et al. (2021), los cuales revisaron los desafíos y oportunidades de la inteligencia artificial aplicada a los juegos deportivos por equipos. En la administración pública del deporte también se muestran estudios del benchmarking en la eficiencia del gasto público en deportes en los países de la UE (Nessel y Kościółek, 2022), mientras que en la gestión privada mide la rentabilidad de las franquicias, por ejemplo, en la NBA (Nourayi, 2006) y el análisis envolvente de datos para evaluar la eficiencia de los patrocinios deportivos (Walraven et al., 2016). ...
... MBD8. Metodología de Nourayi (2006): Este estudio se centra en el desempeño de la NBA y utiliza medidas de desempeño no financieras relacionadas con los resultados deseados, como objetivos de reclutamiento, asistencia y maximización de ganancias de las organizaciones deportivas profesionales. ...
... AT&T (Bemowski, 1991) Identificación Nourayi (2006) Desempeño de la NBA Atletas élite Datos de juegos Objetivos de reclutamiento, asistencia y maximización de ganancias de las organizaciones deportivas profesionales. ...
Resumen. En este artículo, tiene como objetivo analizar diferentes metodologías relacionadas con el benchmarking de forma genérica y aplicado al deporte, basado en su importancia, estructura y desempeño. La metodología es dividida en un análisis bibliométrico general, y posteriormente una evaluación de una muestra de 25 metodologías de benchmarking basado en preguntas de control, según la teoría de Valls-Roig la cual plantea que una metodología de benchmarking responde a cuatro interrogantes esenciales (MIAC): (M) ¿qué se puede mejorar?, (A) ¿dónde localizar de quien aprender?, (I) ¿cómo implementar? y (C) ¿cómo dar continuidad al benchmar-king? También se realizó una estadística descriptiva mediante SPSS 28.0, clúster jerárquico y un análisis de influencia mediante MicMac. Como principal conclusión se obtuvo que el benchmarking utiliza metodologías ampliamente manejadas en diversas industrias y sectores para mejorar el rendimiento y la eficiencia de las organizaciones, aunque es significativo resaltar que alguno de sus componentes como la continuidad no están institucionalizados. En el ámbito del deporte, se ha aplicado en diferentes áreas, desde la gestión de sistemas deportivos hasta el rendimiento de los atletas y el análisis de datos. A través de la comparación con referentes y buenas prácticas, el benchmarking deportivo permite identificar fortalezas y áreas de mejora, proporcionando información valiosa para la toma de decisiones e implementación de estrategias efectivas en el rendimiento deportivo. Palabras clave: Mejora continua, benchmark, revisión de la literatura, administración deportiva, Benchmarking. Abstract. In this article, the objective is to analyze different methodologies related to benchmarking in a generic way and applied to sport, based on its importance, structure and applications. To the same extent, an analysis of the main methodologies and their adaptation to sport is shown. The methodology is divided into a general bibliometric analysis, and subsequently an evaluation of a sample of 25 benchmarking methodologies based on control questions, according to Valls theory. Roig which proposes that a benchmarking methodology answers four essential questions (MIAC): (M) what can be improved? (A) where to find someone to learn from?, (I) how to implement? and (C) how to continue benchmarking? Descriptive statistics were also performed using SPSS 28.0, hierarchical clustering , and influence analysis using MicMac. The main conclusion was that benchmarking uses methodologies widely used in various industries and sectors to improve the performance and efficiency of organizations, although it is significant to highlight that some of its components such as continuity are not institutionalized. In the field of sports, it has been applied in different areas, from sports systems management to athlete performance and data analysis. Through comparison with references and good practices, sports benchmarking allows us to identify strengths and areas for improvement, providing valuable information for decision-making and implementation of effective strategies in sports performance. Introducción Benchmarking: Explorando definiciones y perspec-tivas genéricas El benchmarking es un proceso vital que las organizacio-nes emprenden para mejorar su productividad, calidad y prácticas al compararse con empresas y organizaciones cono-cidas por su excelencia. Implica un esfuerzo sistemático y continuo para comparar productos, servicios y prácticas con los competidores más duros o líderes de la industria. Adicio-nalmente, Spendolini (2005) destaca la importancia de eva-luar de manera sistemática y continua los productos, servicios y procesos de trabajo de organizaciones reconocidas por sus mejores prácticas para impulsar mejoras organizacionales. Valls-Roig (1995) describe la mejora continua como un proceso de gestión permanente que requiere una actualiza-ción constante de los aspectos críticos dentro de una em-presa, asegurando la supervivencia, la excelencia y el lide-razgo empresarial a largo plazo. Damelio (1995) lo define como un método para descubrir e incorporar las mejores prácticas en las operaciones organizacionales, con un enfoque en la identificación y comprensión de los elementos o causas del desempeño superior o de clase mundial en procesos de trabajo específicos. Harrington (1996) lo considera un viaje interminable de aprendizaje y descubrimiento, que involu-cra la identificación y evaluación de los mejores procesos y desempeños para integrarlos a los procesos organizacionales actuales, aumentando así la eficiencia, eficacia y adaptabili-dad. Promueve un enfoque sistemático para identificar pro-ductos, servicios, procesos y prácticas superiores. Según Bogan y English (1994), la mejora continua es un proceso de investigación y descubrimiento que enfatiza los procedimientos operativos como áreas de alto interés y valor, aplicables en varios niveles y en diversos contextos organizacionales. Mc Donald y Tanner (2006) lo ven como una búsqueda constante de identificación, comprensión y adaptación de prácticas y procesos superiores de otras or-ganizaciones para mejorar el desempeño dentro de la pro-pia organización. Goetsch y Davis (1997) lo definen como un proceso de comparación y medición de las operaciones o procesos internos de una organización frente a los de un punto de referencia representativo, procedente de dentro o fuera de la industria. Finnigan (1996) caracteriza la mejora continua como un proceso sistemático y continuo que requiere una prepara-ción cuidadosa, objetivos claros, planificación estratégica,
... The game of cricket is no exception (Elderton & Wood George, 1945;Lemmer, 2002;Pollard, 1977;Saikia et al., 2012;Stevenson & Brewer, 2019). For cricket in particular, scholars have specifically devised strategies to win a match, assessing and improving the performance of individual players and teams, the profitability of professional sports, or aspects such as when a game must be curtailed due to exigencies (Bracewell & Ruggiero, 2009;Clarke & Norman, 1999;Duckworth & Lewis, 1998;Lemmer, 2004;Nourayi, 2006;Stevenson & Brewer, 2019). Scholars have also delved into assessing the performance of wicket-keepers, web-based tools for measuring fielding performance, prediction of match winners and career progression of players across formats (Barman, 2020;Choudhury & Bhattacharjee, 2020;Ray, 2020;Saikia, 2020). ...
The article identifies measurable attributes to find the consistency in pitch ratings which are otherwise subjective decisions made by referees for international test match cricket. To do so, the article uses statistics related to test matches, one-days and T20s played among all test playing nations between March 2017 and March 2019 (53 tests, 142 T20s and 172 one-day matches: the next two seasons ending May 2020/2021 were hit by COVID-19 and hence excluded). To measure the consistency of pitch ratings (very good, good, above average, average, below average and poor), measurable attributes like runs/day, wickets/day, runs/over, runs/wicket and overs/wicket were identified. To rank pitch ratings using these attributes, the multi-criteria decision-making technique—PROMETHEE II was used. We found that the referee pitch ratings are largely consistent and the attributes developed can be utilized to further analyse future judgements regarding pitch ratings. Further, six-pitch ratings can be clustered into two distinct groups that are significantly different from each other. The article is among the first to analyse sports pitch ratings by using team performance-based statistics. This study paves the way for similar studies and development of newer statistical flow-based attributes.
... Though game outcome (win or lose) may be the ostensible determinant of fan satisfaction, researchers have highlighted that the actual game outcome is merely one of several determinants of fan satisfaction. Previous research has found that the service environment, valence, functional quality, emotionally based satisfaction, the quality of opponent, and perceived performance all impact fan satisfaction (Brady et al. 2006;Dale et al. 2005;Madrigal 1995;Nourayi 2006;Pons, Mourali, and Nyeck 2006). ...
... Previous researchers have also noted that the motivations of fans to attend games and purchase licensed paraphernalia is based on both cognitive evaluations of service quality and their emotional connection to a team (Brady et al. 2006;Bristow and Sebastian 2001;Dale et al. 2005;Madrigal 2006;Nourayi 2006;Pons, Mourali, and Nyeck 2006;Biscaia et al. 2012). This research has also supported the idea that a strong emotional bond can even overcome poor onthe-field-performance (Bristow and Sebastian 2001;Van Leeuwen, Quick, and Daniel 2002). ...
... Researchers have studied various game factors (attractiveness factors) to determine their positive impact on attendance or relationship to attendance. These studies include factors such as winning (team success) (Quirk & Fort, 1992;Spenner, Fenn, & Crooker, 2010;Coates & Humphreys, 2011;Ahn & Lee, 2014), game outcome uncertainty (Mills & Fort, 2014;Jane, 2016), team offensive performance (Domazlicky & Kerr, 1990;Coates & Humphreys, 2011;Lee 2018;Lewis & Yoon, 2018;Davis & Miller, 2019b),defensive performance measures (Nourayi, 2006;Coates & Humphreys, 2011;Ormiston, 2014;Davis & Miller, 2019a), star players (Berri, Schmidt, & Brooks, 2004;Morse, Shapiro, McEvoy, & Rascher, 2008;Lewis & Yoon, 2018), rivalry games (Paul, 2003;Tyler, Morehead, Cobbs, & DeSchriver, 2017;Cobbs, Sparks, & Tyler, 2017;Harvard & Reams, 2018), promotional events (e.g. giveaways, fireworks) (Howell, Klenosky, & McEvoy, 2015;Boyd & Krehbiel, 2006;Barilla, Gruben, & Levernier, 2008;Dick & Turner, 2007), and media advertisement (Dick & Turner, 2007;Trail, Kwon, & Anderson, 2009). ...
... Even though they are not as prevalent, defensive performance measures (e.g., runs/points/goals allowed) also have a significant relationship to attendance (Nourayi, 2006;Coates & Humphreys, 2011;Ormiston, 2014;Davis & Miller, 2019a;Davis & Miller, 2019b). Gitter and Rhoads (2011) analyzed how star prospects ranked in Baseball America's top 100 prospect rankings had an impact on MiLB attendance. ...
Sport consumers have multiple options to choose from when participating in leisure activities. Several researchers have tried to conceptualize the consumer behavior process. However, these researchers did not take into consideration all aspects of the sport consumer’s decision-making process. Therefore, the purpose of this dissertation was to establish a comprehensive model of sport consumer decision-making that incorporates motivation, team identification, and attraction factors as a foundation of fan behavior no matter the sport or level of competition. Through the use of this model, the researcher ascertained a more in-depth understanding of how sport consumers make decisions and what factors had the greatest influence on these decisions. The researcher surveyed five teams within the Southern League of Minor League Baseball. The data was analyzed using structural equation modeling. The results of the study signified that control oriented and autonomy-oriented motivation had a direct influence on a fan’s team identification. The identification level did indicate a strong relationship to a fan’s decision to attend a game and/or use sport media. However, the level of identification influenced the path of the decision process. Fans with no to low team identification utilized attractiveness factors as a mediating factor in their decision-making process.
... Prior research has shown that consumers may choose to attend games based on team winning percentage (Berri et al., 2004;Copenhaver, 2009;Mongeon & Winfree, 2012), offensive performances (Berri, 2006;Copenhaver, 2009), and/or defensive performances (Nourayi, 2006). As a result, the following questions were created to guide this analysis: ...
... Previous research has not evaluated defensive performance against attendance. However, Nourayi (2006) found that defensive ability does have a significant relationship to overall team performance. Aldridge (2016) further elucidated that the current NBA rules handcuffs defenders. ...
Fans want to capitalize on their choices when deciding whether to attend NBA games. The purpose of this study is to provide a conceptual analysis regarding how overall team performances as well as offensive and defensive factors may relate to consumers choosing to attend NBA games during the 2007-2008 to 2016-2017 sea-sons. Analyzing the results through the lens of the theory of choice, the results revealed significant relationships existed primarily between attendance at NBA games and offensive capabilities of the teams. As a practical matter, consumers choose to attend games that are most likely to be offensively oriented.
... Prior research has shown that consumers may choose to attend games based on team winning percentage (Berri et al., 2004;Copenhaver, 2009;Mongeon & Winfree, 2012), offensive performances (Berri, 2006;Copenhaver, 2009), and/or defensive performances (Nourayi, 2006). As a result, the following questions were created to guide this analysis: ...
... Previous research has not evaluated defensive performance against attendance. However, Nourayi (2006) found that defensive ability does have a significant relationship to overall team performance. Aldridge (2016) further elucidated that the current NBA rules handcuffs defenders. ...
... While arguments on all sides of the debate can, and have been, supported by varying amounts of research in a variety of settings, one notion that academia does seem to agree on is the relative importance that satisfaction plays in the success of the firm (Reichheld, Frederick, & Sasser, 1990;Van Leeuwen, Quick, & Daniel, 2002). Sporting events are no different, with recent research highlighting the fact that actual game outcome is merely one of a number of determinants of fan satisfaction (Brady, Voorhess, Cronin, & Bourdeau, 2006;Bristow & Sebastian, 2001;Dale, Van 1waarden, Van der Wiele, & Williams, 2005;Kouthouris & Alexandris, 2005;Madrigal, 2006;Nourayi, 2006;Pons, Mourali, & Nyeck, 2006;Van Leeuwen et al., 2002). This idea is supported by the notion that sports organizations may be able to develop a fan base so loyal that, even when the team performs poorly, owners of the club will still be able to turn a profit through the offer of ancillary services. ...
As with most service providers, sporting venues now have to serve an increasingly discerning public, who, it seems, are now more eager than ever to complain and transfer their allegiances to perceived providers of quality services. In an attempt to delight their customer/fan base, venue operators are now required to get as close to the consumer as possible so that they are better able to anticipate, predict, and thereby meet their needs, wants, and expectations. Inherent in any such approach is the need to continually monitor organizational performance so that energies can be better directed at consistently satisfying customer needs. This has led to the development of an array of measurement tools and techniques aimed at establishing and evaluating service quality and customer satisfaction levels. Despite this high level of sensitivity to the effects of satisfied consumers on the overall success of businesses, very little research has been dedicated to understanding and/or defining the satisfaction construct in the context of spectator sports. Indeed, until recently, very little research has examined the unique determinants of fan satisfaction outside of the actual outcome of the game (win vs. loss). This article reports on the development and testing of a measure of customer satisfaction, developed specifically for sporting events. The scale draws from several different research areas in order to facilitate a measure that allows for a valid and reliable assessment of the entire game day experience. One major limitation of the current study is the heavy reliance upon student respondents, in both focus group work and in terms of the sample produced.
... Panel data fixed effects regression analysis is used to examine the relationship between winning percentage and attendance expressed by capacity utilization percentage (Nourayi 2006). Three alternative models are presented in Table 1. ...
In this study we examine the operational use and the predictive power of aggre-gated data of performance. We argue that the decision-making process is enhanced by the use of contemporaneous operational data to approximate the ex-post indica-tors of success or failure as one may be able to effectively combine measures of various inputs to simulate an ex-ante measure of the outcome. An empirical exami-nation of National Basketball Association (NBA) game statistics supports the pre-dictive ability of aggregated performance indicators.
... Since underlying principles of benchmarking resulted from Deming's quality management theory [18], the application of benchmarking has predominantly focused on quality management [10,18,19]. Other efforts has recently been paid to examples of the effectiveness of benchmarking, but they have focused on application oriented [20], promoting profitability of benchmarking [21,22] as well as its possible benefits [23], results oriented [24] and method oriented [25]. ...
This paper presents how benchmarking approach can be applied to evaluate and improve the construction project management. A conceptual research framework was generally developed to perform a benchmarking study of the project management performance (PMP) from the contractor’s viewpoint. Three typical large contractors are involved in this study to validate the research approach. The paper provided in nine key performance indicators (KPIs) which can be applied to measure PMP and evaluate potential contractors as well as their capacity by requesting these indices. The findings suggested that benchmarking approach can help construction firms to learn from the best practices of others and carry out continuous improvement. The research methodology has general use thus it may be applied to other contractors with minor modifications.
