Tackling the ‘Galácticos’ Effect: Team Familiarity and the Performance of Star-Studded Projects

Cattani, Gino; Ferriani, Simone; Mariani, Marcello M.; Mengoli, Stefano

doi:10.2139/ssrn.2186452

Cited by 6 publications

(7 citation statements)

References 55 publications

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“…Second, OrganizationalProximity controls for the effect exerted by team members’ familiarity on interaction ease, information and knowledge exchange (Boschma, 2005; Cattani et al., 2013). This variable is measured by the average number of seasons each player was on a given team.…”

Section: Methods and Measuresmentioning

confidence: 99%

Entrepreneurship and Human Capital in Professional Sport: A Longitudinal Analysis of the Italian Soccer League

Radaelli

Dell’Era

Frattini

et al. 2017

Entrepreneurship Theory and Practice

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The discovery and deployment of human capital are overlooked topics in entrepreneurship research. Professional sport can illuminate these phenomena as sport directors take huge risks in innovating rosters. Our longitudinal analysis of the Italian Serie A investigated if sport directors with greater entrepreneurial orientations toward the acquisition of new players outperformed rivals. While soccer organizations with better roster quality and accomplished managers achieved superior rankings, the acquisition of new players had nonsignificant effects and was moderated negatively by accomplished managers. We argue that entrepreneurs risk with “too many” talents while conformity mechanisms attenuate the entrepreneurial opportunities offered by human capital.

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Section: Methods and Measuresmentioning

confidence: 99%

Entrepreneurship and Human Capital in Professional Sport: A Longitudinal Analysis of the Italian Soccer League

Radaelli

Dell’Era

Frattini

et al. 2017

Entrepreneurship Theory and Practice

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“…Experimental research has shown, for instance, that groups whose members are involved in stable collaborations tend to develop transactive memory systems or shared mental models that help them coordinate their actions more effectively and perform better than groups lacking such stable collaborations [ 48 – 52 ]. Developing shared mental models is an essential aspect of learning in groups [ 50 ] as it fosters the diffusion and recombination of knowledge, and a more accurate sense of ‘who knows what’ inside the group [ 21 , 29 , 53 – 55 ]. In our model, we do not examine the role of transactive memory systems.…”

Section: Discussionmentioning

confidence: 99%

“…Yet the ability to identify the best performing individual is possible in several situations. Since 1972, for instance, the Institutional Investor magazine has annually ranked the top analysts in equity industry group and investment specialty using four levels of awards: first place, second place, third place, and runner-up [ 28 ]; the number of awards and nominations individuals receive or the commercial success of their work is often used to recognize top-performers in industries like film-making, music, advertising, TV and publishing, among the others [ 29 ]; and scientists and engineers who file the largest number of patents and/or publish articles in prestigious scientific journals are regarded as top-performing employees in many R&D intensive firms. For example, IBM has its “IBM Fellows” award to celebrate the achievements of star performers and 3M honors its top scientists through their induction into the Carlton Society [ 30 ].…”

Section: The Modelmentioning

confidence: 99%

“…In other words, individuals have no foresight about the learning outcome. For instance, prior research [ 28 , 29 ] has shown how teams staffed with star performers only perform well after their members (i.e., stars and non-star performers) have learned to work together over time: since star performers tend to have big egos, they usually expect their co-workers to adapt to their work style. This is why some firms that consider hiring star performers often hire their close collaborators in order to recreate the same basic work environment that allowed stars to reach the level of performance they had while working for their former employer.…”

Section: The Modelmentioning

confidence: 99%

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Variety-seeking, learning and performance

Cattani

Kim

2021

PLoS ONE

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According to the variance hypothesis, variety-seeking or exploration is a critical condition for improving learning and performance over time. Extant computational learning models support this hypothesis by showing how individuals who are exposed to diverse knowledge sources are more likely to find superior solutions to a particular problem. Yet this research provides no precise guidelines about how broadly individuals should search. Our goal in this paper is to elucidate the conditions under which variety-seeking in organizations is beneficial. To this end, we developed a computational model in which individuals learn as they interact with other individuals, and update their knowledge as a result of this interaction. The model reveals how the type of learning environment (performance landscape) in which the learning dynamic unfolds determines when the benefits of variety-seeking outweigh the costs. Variety-seeking is performance-enhancing only when the knowledge of the chosen learning targets (i.e., individuals to learn from) provide useful information about the features of the performance landscape. The results further suggest that superior knowledge might be available locally, i.e., in the proximity of an individual’s current location. We also identify the point beyond which variety-seeking causes a sharp performance decline and show how this point depends on the type of landscape in which the learning dynamic unfolds and the degree of specialization of individual knowledge. The presence of this critical point explains why exploration becomes very costly. The implications of our findings for establishing the boundaries of exploration are discussed.

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“…However, internal performance implications should not be neglected (Cattani, Ferriani, Mariani, & Mengoli, ; Datta & Guthrie, ; Groysberg & Lee, ; Groysberg, Lee, & Nanda, ; Groysberg, Polzer, & Elfenbein, ; Wade et al., ). Groysberg, Nanda, and Noria (), for example, argue that transferring superstars brings with it some obstacles and negative influences on operational team performance.…”

Section: Discussionmentioning

confidence: 99%

Superstars as Drivers of Organizational Identification: Empirical Findings from Professional Soccer

Hoegele

Schmidt

Torgler

2014

Psychology and Marketing

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This paper examines the effect of superstars on external stakeholders’ organizational identification through the lens of sport. Drawing on social identity theory and the concept of organizational identification, as well as on role model theories and superstar economics, several hypotheses are developed regarding the influence of soccer stars on their fans’ degree of team identification. Using a proprietary data set that combines archival data on professional German soccer players and clubs with survey data on more than 1,400 soccer fans, this study finds evidence for a positive effect of superstar characteristics and role model perception. Moreover, it is found that players who qualify for the definition of a superstar are more important to fans of established teams than to fans of unsuccessful teams. The player's club tenure, however, seems to have no influence on fans’ team identification. It is further argued that the effect of soccer stars on their fans is comparable to that of executives on external stakeholders, and hence, the results are applied to the business domain. The results of this study contribute to existing research by extending the list of personnel‐related determinants of organizational identification.

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Tackling the ‘Galácticos’ Effect: Team Familiarity and the Performance of Star-Studded Projects

Abstract: This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link

Cited by 6 publications

References 55 publications

Entrepreneurship and Human Capital in Professional Sport: A Longitudinal Analysis of the Italian Soccer League

Entrepreneurship and Human Capital in Professional Sport: A Longitudinal Analysis of the Italian Soccer League

Variety-seeking, learning and performance

Superstars as Drivers of Organizational Identification: Empirical Findings from Professional Soccer

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