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This paper aims to evaluate the impact of a mid‐season change of manager on the sporting performance of professional football teams in the First Division of the Spanish Football League.

In team sports, the manager takes important decisions that affect the sporting performance of the team. Although the manager is normally hired for a period of at least one season, clubs frequently change managers halfway through that period. Before taking that decision, the Board of Directors probably ask themselves: “Do we sack the manager … or is it better not to?” Data envelopment analysis (DEA) techniques are used to compare the performance of a group of teams that have changed their manager mid‐season to that of teams that have stuck with the same manager for the entire season.

The main result is that a mid‐season change of manager improves sporting performance, but it does not allow to perform as well as teams that have not changed managers halfway through the season.

Changing managers can be a good move when a football team is not performing well. However, club executives would be recommended to plan the season well beforehand to avoid finding themselves in a situation where they must change managers halfway through.

The foremost contribution of this paper to the existing literature in this field of research is the computation of programme efficiency scores with DEA techniques to deal with the analysis of the effect of a change of manager on the performance of football teams.

This paper aims to explore the power of one of the primary organizational stakeholders (shareholders) in the development of a corporate social performance (CSP) score. Few research works in the CSP empirical literature have studied the relationship between stakeholder power and CSP.

Stakeholder theory is used as a theoretical framework to explain how shareholder voting power can influence the CSP level of French publicly listed companies. Stakeholder theory is tested through the operationalization of Ullmann’s (1985) three-dimensional model. Hypotheses related to shareholder voting power, strategic posture and financial performance are formulated through a literature review. A Data Envelopment Analysis approach was presented as a strong tool to measure CSP level. Multiple linear regressions were undertaken to test the hypotheses in a sample of 129 French companies between 2006 and 2007.

The results indicate that companies with dispersed ownership and high proportion of institutional shareholders record a high score of CSP. Strategic posture measured by the implementation of environmental certification standard was positively and significantly related to CSP. Financial performance does not affect significantly the level of CSP.

This paper is the first to empirically analyse the relationship between Ullmann’s three-dimensional model and CSP level in the French context. It offers to managers a better understanding of the power that certain stakeholders can use to acquire satisfaction.

Although leadership succession is a popular area of study across different professional sports leagues, existing research has largely ignored South America despite Brazilian football seeming to surpass the limits of coaching turnovers in comparison to any other league worldwide.

This study examines the causes and consequences of 594 head coach turnovers in the Brasileirão from 2003 to 2018. A comprehensive longitudinal dataset was compiled (n = 13,012) and a series of regression analysis evaluated the determinants of coaching replacements as well as their effect on team performance.

Statistical results revealed that coaching survival is significantly determined by a negative spell of three to four games, parallel competitions and performance expectations with three games in advance. Regarding performance outcomes, it takes seven games for a slight sign of improvement to be identified after a coach turnover, but no clear positive effects are recognized as an aftermath, supporting the ritual scapegoating theory.

The findings suggest that decision makers should consider the importance of a rational evaluation and the crucial component of time instead of judging coaches based on subjectivity and immediate results. Meanwhile, coaches should avoid voluntary turnovers, exercising priorities ahead of continental cups and sequences with few points accumulated.

This investigation discloses a valuable reference for coaches, sport managers and academic scholars interested in Brazilian football, as it extends knowledge development and theoretical understanding for a region that still lacks scientific evidence to back up its practical assumptions in sports.

The purpose of this paper is to highlight and encourage consideration of the ethical and in some instances legal implications of managerial change in the English Premier League (EPL) which often gets overlooked and sidestepped by clubs.

Extant literature relating to managerial change is identified and discussed to provide the foundations of the discussion of whether managerial change in the EPL which is primarily focused on performance outcome, is neglecting ethical and legal issues.

The loophole that exists in the Employment Rights Act (1996) allows clubs to instantly dismiss a manager and consequently not see out their notice period as agreed in their contract or the statutory notice period. Whilst legally clubs are at will to act in this manner, the instability of EPL management evident today appears to have taken away the rights of an employee.

Greater consideration of the current managerial change practices in EPL from an ethical and legal perspective appears warranted. The incomparable rights that a player and a manger have relating to their tenure at a club seem somewhat unfair.

Presents thought-provoking information relating to managerial change in the EPL which appears to have been overlooked in the literature to date which primarily focuses on the impact of change on performance.