Strategic management is commonly researched in firms. The first step of the strategic management process generally starts with an environmental scanning (Wheelen & Hunger 2010). The environmental scanning consist of an internal analysis from a resource-based view (Barney, 2001; Wernerfelt, 1984) and an external analysis from a market-based view (Hooley, Greenley, Fahy, & Cadogan, 2001; Porter, 2008).The major critic on resource-based view is that it neglects the influence of market dynamism (e.g. Wang & Ahmed 2007). Hence, Hooley, Piercy and Nicloud (2008, p. 149) propose the model of “competitive positioning” to merge the two perspectives.
In sports management, several researchers applied the internal analysis from a resource-based view to research the strategies of nations in elite sport to increase their sporting success (e.g., Robinson & Minikin, 2012; Truyens, De Bosscher, Heyndels, & Westerbeek, 2014). To the best of our knowledge, so far, no research has been conducted analysing the strategic management process applied in nations focusing on the market-based view.
The aim of this PhD study is to evaluate the strategic approach applied by successful nations from a market-based view towards increasing their success at the Olympic Winter Games. In order to conduct meaningful interviews with successful nations, first the tools to conduct a market analysis are deductively derived from economics and applied in the context of the Winter Games. In a second step, the positioning of nations at the Winter Games prioritizing certain sports or disciplines is analysed. Finally, the strategic management process of nations targeting winter sports to increase their success is examined. A strategic management process applied by firms commonly consist of four steps:
- environmental scanning,
- strategy formulation,
- strategy implementation, and
- evaluation & control (Wheelen & Hunger, 2010).
This PhD contributes to the literature introducing the market-based view in elite sports. Furthermore it offers national policy makers a tool to analyse competition at the Olympic Winter Games.
- Barney, J. B. (2001). Is the resource-based “view” a useful perspective for strategic management research? Yes. Academy of Management Review, 26(1), 41-56.
- Hooley, G., Greenley, G., Fahy, J., & Cadogan, J. (2001). Market-focused resources, competitive positioning and firm performance. Journal of Marketing Management, 17(5-6), 503-520.
- Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, HBR’s Must-Reads on Strategy, (25), 23-41.
- Robinson, L., & Minikin, B. (2012). Understanding the competitive advantage of National Olympic Committees. Managing Leisure, 17(2-3), 139-154.
- Truyens, J., De Bosscher, V., Heyndels, B., & Westerbeek, H. (2014). A resource-based perspective on countries’ competitive advantage in elite athletics. International Journal of Sport Policy and Politics, 6, 459-489.
- Wernerfelt, B. (1984). A resource-based view of the firm. Strategic management journal, 5(2), 171-180.
This PhD is in collaboration with the Swiss Federal Institute of Sport Magglingen SFISM.