This paper considers soccer clubs as operational systems, and proposes a model to analyze the process of professionalization in soccer club management. Despite their importance in this process, the model does not encompass political variables, focusing, instead, on concepts of systemic learning to understand the organizational changes. The model’s theoretical contribution lies in identifying the main structural characteristics of the soccer industry, particularly those of a productive and micro-economic nature, and in presenting some management policies and principles applicable to soccer clubs as service firms. A case-based research methodology is used to identify management principles currently in use and to test the model’s validity.
soccer industry; organizational changes; strategic choices; service management
