Managing in the talent economy: The football model for business

California Management Review

Volumn 50, Issue 4, 2008, Pages 54-73

  Brady, Chris ^a   Bolchover, David ^a   Sturgess, Brian ^a  

^a NONE

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EID: 51649119907     PISSN: 00081256     EISSN: None     Source Type: Journal    
DOI: 10.2307/41166456     Document Type: Review

References (49)

1. As if to reinforce our argument, Gus Hiddink has again outperformed expectations and talent availability to deliver a semi-final finish for his new charges, Russia, in the Euro2008 competition completed in Austria on June 27, 2008.
2. M. Gladwell, "The Talent Myth," New Yorker article reproduced in The Times, August 20, 2002.
3. E.G. Chambers, M. Foulton, H. Handfield-Jones, S.M. Hankin, and E.G. Michaels III, "The War for Talent," McKinsey Quarterly, 3 (1998): 44-57.
4. E.L. Axelrod, H. Handfield-Jones, and T.A. Welsh, "The War for Talent, Part Two," McKinsey Quarterly, 2 (2001): 9-12.
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8. D. Mcleod and C. Brady, The Extra Mile (London: FT Prentice Hall, 2008).
9. J. Hedberg, T.H.R. Roberts, and N.-L. Tu, "Managing the Asset Manager," McKinsey Quarterly, 4 (2001): 15-17.
10. R.W. Keidel, "Baseball, Football, and Basketball, Models for Business," Organizational Dynamics, 12/3 (Winter 1984): 5-18.
11. Ibid., p. 9.
12. M. Lewis, Moneyball: The Art of Winning an Unfair Game (New York, NY: W.W. Norton, 2004).
13. W.R. Ashby, Introduction to Cybernetics (London: Wiley, 1956).
14. The survey was conducted between August 13 and September 28 of 2007 by DLC Research and The Mind Lab with 100 CEOs from the UK's FTSE 500 companies. See 〈www.themindlab.org/〉.
15. N. Carter, The Football Manager: A History (Oxon, England: Routledge, 2006).
16. N. Bloom, S. Dorgan, J. Dowdy, J. Van Reenen, and T. Rippin, "Management Practices across Firms and Nations," Centre for Economic Performance, The London School of Economics, and McKinsey, 2005.
17. Average team performance over this period is measured by an index composed of the number of clubs in the League (twenty) plus one minus the average of each club's end of season final rank. For example, to calculate performance for one year - Manchester United in 1st place at the top of the Premier League at the end of the season 2006-2007 would have a performance rating of 20 (21 minus 1). In contrast, Fulham finishing in 16th position would have a performance rating of five (twenty one minus sixteen). The vertical axis in Figure 1 represents club average performance over the period as the horizontal axis represents club average spending on talent.
18. In this graph, the talent quotient is measured in terms of each club's expenditure on wages and salaries (most of which goes on players and coaching staff) relative to the average expenditure of all clubs. This data was obtained from the Annual Financial Surveys of English Football published by Deloitte. Given that there is no salary cap in the English Premier League, this is a valid indicator of the talent valuer's (the manager's) assessment of the talent's value.
19. Lewis, op cit., p. 270.
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32. Dobson and Gerrard, op. cit.
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36. Berman et al., op. cit.; Argyris, op. cit.
37. Weick and Roberts, op. cit.
38. Dirks, op. cit.
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40. J.R. Hackman, Groups that Work (and Those that Don't) (San Francisco, CA: Jossey-Bass, 1990).
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45. M. Wiersema, "Holes at the Top: Why CEO Hirings Backfire," Harvard Business Review, 80/12 (December 2002): 70-78.
46. H. Handfield-Jones, E. Michaels, and B. Axelrod, "Talent Management," Ivey Business Journal, 66/2 (November/December 2001): 53-58.
47. Keidel, op. cit., p. 12.
48. Sunday Times interview, March 12, 2006.
49. In fact, the club's experience confirms the point. Real Madrid, after 3 years of failure using great players under poor management, finally came to its senses. It appointed a great manager (Fabio Capello) and won the Primera Liga.