The deployment of professional football clubs’ eSports strategies: a dynamic capabilities approach

Florian Lefebvre, Mathieu Djaballah () and Nicolas Chanavat
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Florian Lefebvre: CIAMS - Complexité, Innovation, Activités Motrices et Sportives - UO - Université d'Orléans - Université Paris-Saclay
Mathieu Djaballah: CIAMS - Complexité, Innovation, Activités Motrices et Sportives - UO - Université d'Orléans - Université Paris-Saclay
Nicolas Chanavat: UNIROUEN - Université de Rouen Normandie - NU - Normandie Université

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Abstract: Research question: There is currently poor understanding of how professional football brands can take advantage of eSports activities. Therefore, drawing on sense-seize-transform model of dynamic capabilities (DC), the purpose of this study is to analyse how eSports divisions can be deployed. Research methods: Based on a qualitative approach, a thematic analysis was conducted of semi-structured interviews with managers responsible for eSports activities with 28 professional clubs from 24 countries. Results and findings: The results identify the specific DCs, internal (i.e. microfoundations) and external factors which enable the deployment of eSports strategies. They also describe the outcomes for each step of the deployment process, i.e. (1) the strategic objectives resulting from the sensing step, (2) the strategic choices made by clubs to seize eSports opportunities, and (3) the creation of new sources of value. Hence, these findings lead to the building of a preliminary model of professional football clubs' involvement in eSports. Implications: Several implications are outlined, including the need for eSports' managers to characterize more precisely their strategic objectives, to adequately select and allocate their resources – notably eSports players – and to better integrate eSports in the core value chain of the club.

Keywords: eSports; professional football clubs; dynamic capabilities; football marketing; sports brands (search for similar items in EconPapers)
Date: 2020-12-15
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Published in European Sport Management Quarterly, 2020, 23 (2), pp.315-333. ⟨10.1080/16184742.2020.1856165⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04297504

DOI: 10.1080/16184742.2020.1856165

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