Organizational Resources and Collaboration between Sport Clubs: A Qualitative Comparative Analysis

This study aims to identify resource-based profiles of sport clubs related to collaboration and non-collaboration with other sport clubs. Organizational capacity is used to frame this study theoretically. A qualitative comparative analysis (QCA) (n = 427) was carried out. Results identified five collaboration profiles and three related to non-collaboration between sport clubs. This study makes three main contributions to the sport collaboration literature. First, it contributes to the non-profit sport collaboration literature by identifying profiles of collaborating and non-collaborating sport clubs. Second, our research provides new insights about non-collaborating sport organizations and introduces the notion of asymmetry. Finally, this study demonstrates the relevancy of adopting configurational thinking in sport management. Practically, our research offers implications for managers of sport clubs