Managing complexity by business networks: the case of multi-club ownership in professional football

Purpose: This paper aims to analyse the management of complexity through the examination of differences between professional football clubs operating in multi-club ownership (MCO) and single-club ownership (SCO). Particularly, this study investigates the management of complexity as the management of risks originating from external factors in professional football clubs providing business model drivers supporting complexity management. Design/methodology/approach: We applied an interpretive-qualitative method through textual analysis to define the main drivers in managing complexity focusing on the comparison among MCO and SCO clubs. We also applied the main indexes of readability to complete evidence in managing complexity. We used the lens of Vatankhah et al. (2023). Findings: We contribute to existing literature in the management of complexity proposing theoretical advances in the network and transparency. Our findings reveal that clubs in MCO are more transparent than clubs in SCO. MCO clubs often have investment funds as shareholders among clubs requiring transparency. There are multiple people behind the funds who invest in MCO also requiring information about the companies belonging to the network and their results. Sports authorities and media pay attention to fund managers making a greater effort at transparency. Additionally, a significant role is played by fans' demand for more transparency. The network appears more transparent than single companies when the number of stakeholders increases and the information requested by stakeholders. Practical implications: Theoretical and practical implications are directed to academics, decision-makers and policymakers. We highlight that professional football is a relevant economic sector in the economy. They could be investigated by authorities to discipline their application. Practical implications are that: (a) sportive authorities should define and focus tools directed to foster corporate transparency such as the network reports or statements and (b) the MCO’s managers should increase the transparency tools to reassure the corporate management and results investors, fans and authorities. Originality/value: This paper fills a literature gap, showing how networks are identified in the business model to manage the complexity of professional football clubs. Thus, we show that clubs in MCO are more transparent than clubs in SCO assuming the networks as facilitators in the complexity management.