Economia e governance delle aziende sportive
The Economics and Governance Course of sports companies arises
the goal of
to introduce the student in the fundamental themes of "government" and
"Management" of the sports organization in its relationship with the various
internal and external stakeholders. Moreover, it is undoubted that the extension and the
characteristics of the "public" that surround the sports company leads
to a particular relevance of the aspects related to communication and
to the production of content for the media. Learning outcomes
also declined on the basis of the Dublin Descriptors, according to the scheme
following: 1. Understand the importance of correct interrelation with i
various corporate audiences; 2. identify the different elements that are in it
communication success; 3. analyze and recognize the main ones
4. acquire a vision of the overall functioning modes
of the managerial system and analysis of the different levels of analysis;
5. compare the phases of the content editing process; 6.
understand how to use and present the various
tools available to management.
No specific binding prerequisites are set
1. Framing of the sports sector: boundaries, characteristics, supply and
demand, and economic importance
2. The sport asset: social function, competitive context, external
effects of consumption and production.
3. The classification of companies operating in this field.
4. Stakeholders and shareholder of the sports company.
5. The corporate purpose according to the most recent doctrinal
6. Objective aspect and subjective aspect in the sports company
7. Competitive environment and general environment
8. Historical evolution of the company with reference to the objective
aspect, subjective aspect, competitive environment and general
9. Business functions: classification and typicality within the sports
10. The centrality of communication and public relations.
11. The renewed importance of managerial management of plants
12. The digital economy: visibility, information and misinformation in
the internet age.
13. The "big data" in sport business
14. The crisis management.
15. Lobbing and advertising activities.
16. Fund raising.
17. Management: historical evolutionary analysis
18. Management as a paradox
19. Management of sports companies.
20. Management in its articulations: planning, direction, control,
support and organization.
21. Planning, strategy and the competitive system. The SWOT analysis
22. The corporate governance of family sports companies
23. Corporate governance in other business types
24. Study of business cases of companies operating in the sports
The course provides an analisys and a description to the sport industry
environment and an introduction to management skills relevant to
operate in its organizations.
It provides theories, models and case studies in order to understand the
complex nature of the different actors that operate in this enviroment.
The course consists of 72 hours of frontal teaching, including thematic
exercises, aimed at applying the knowledge acquired in class and further
summary exercises including simulations of the exam.
Books and other material: Roberto Cafferata, Governance and
Management in the sports economy, PDF (197KB);
Gianfranco Piantoni, Sport between competition and entertainment, Etas
Libri, 1999 (Part 1, chapter 1, part 2, part 3) 6.1 6.2 6.3 7, part 4 ° 8.3 8.4
8.5 8.6 8.7 8.8, 9 everything). In addition to
the books and articles, materials of the program are the slides concerning
lessons (material by the teacher downloadable from the specific course esection on MSTeams codice di accesso: d3bfq65); the Departement
Slides of the lessons in pdf format: Economics, governance and
management of the final sports companies; The final fund rising; The final
crisis management; Public affairs and final lobbying; Final digital
economy; Introduction to the final Corporate governance (all); the
Governance of the final family businesses (all); video and educational
material of business cases: 1. Puma vs Adidas, 2. EA Sports Fifa 12; 3.
The purpose of the exam is to verify the achievement of the previously
indicated training objectives.
Learning is verified through:
- A written test articulated in multiple-
choice questions and open-ended questions on the topics of the program;
- A conclusive oral exam, optional, which deals with the whole program.
N.B. Passing the written test requires obtaining an evaluation of at least
18/30. Only students who have passed the written test can access the
optional oral exam.
The program and the modalities of the final learning test are the same for
those who attend and for those who do not attend lessons.