Resource orchestration in the context of knowledge resources acquisition and divestment. The empirical evidence from the Italian “Serie A” football

Abstract

We investigate how resource orchestration influences performance within the 'knowledge resource management' approach by exploiting a novel database on the Italian Serie A topprofessional football league spanning from the 1960-61 up to the 1991-92 season. We find that the acquisition of experience via newcomers has a U-shaped non-monotonic relationship with performance. Furthermore, we find that releasing co-specialized employees has a positive moderating role within the relationship between team experience and performance by suggesting that dismissing old routines positively influences the relationship between current routines and team's performance.

Big Data‐Savvy Teams’ Skills, Big Data‐Driven Actions and Business Performance

“…Empirical studies on resource orchestration have demonstrated that organizational performance is strongly affected by investment and deployment decisions related, for example, to physical capital resources such as buildings, equipment, information technologies (Sirmon and Hitt, ), managerial actions with regard to the acquisition and deployment of knowledge resources such as employees with new experiences and team co‐specialization (Lanza, Simone and Bruno, ) and human resource flow strategies such as decisions on human resource inflows and human resource outflows (Fainshmidt, Smith and Guldiken, ). Likewise, managerial actions related to the deployment of human resources within teams with heterogeneous big data skills could be expected to exploit opportunities and create new options for organizations, and hence lead to improvements in their performance.…”

How far is World Champion from World Class? Institutional effects on a Brazilian non-profit sports organization

“…For Lanza et al (2016) the team's on-field performance depends on its resources (athletes) and resource orchestration. These resources are more valuable the more experienced they are.…”

“…These resources are more valuable the more experienced they are. This long term arrangement leads to tacit knowledge since each athlete knows how each one plays the game increasing the team's performance facilitating communication amongst themselves (GROYSBERG et al, 2008) which for Lanza et al (2016) is an important factor to increase the team's on-field performance. Therefore, the most important resource for a team is the athlete, which is also the most expensive (DI MININ et al, 2013).…”

“…Concerning the team's on-field success, another important factor is regarding the quality of the resource (athletes) defined as the number of matches played during the season, the number of seasons played and the importance of the championship or divisions such as the A, B, C or D series, and so forth (LANZA et al, 2016).…”

The Mechanism of Resource Constrained Innovation in Technological SMEs: A Case Study on the Perspective of Resource-focused Action

“…The main reason is the RBV ignore the role of Manager's ability to act between resources and capabilities [5,6]. Basing on this, Sirmon et al (2011) proposed the concept of resource orchestration, which argue that managers' resource-focused action is the key to organizational dynamic capabilities [7][8][9]. Under the guidance of this theory, rather than the resources itself, the effective organizational resource-focused action become the key to the enterprises success.…”