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This paper aims to verify the presence of a management model that confirms or not the one size fits all hypothesis expressed in terms of risk-return. This study will test the existence of stickiness phenomena and discuss the relevance of business model analysis integration with the risk assessment process.

The sample consists of 60 credit institutions operating in Europe for 20 years of observations. This study proposes a classification of banks’ business models (BMs) based on an agglomerative hierarchical clustering algorithm analyzing their performance according to risk and return dimensions. To confirm BM stickiness, the authors verify the tendency and frequency with which a bank migrates to other BMs after exogenous events.

The results show that it is impossible to define a single model that responds to the one size fits all logic, and there is a tendency to adapt the BM to exogenous factors. In this context, there is a propensity for smaller- and medium-sized institutions to change their BM more frequently than larger institutions.

Quantitative metrics seem to be only able to represent partially the intrinsic dynamics of BMs, and to include these metrics, it is necessary to resort to a holistic view of the BM.

This paper provides evidence that BMs’ stickiness indicated in the literature seems to weaken in conjunction with extraordinary events that can undermine institutions’ margins.

This study aims at understanding how professional sports events compete with each other to attract spectators, sponsors and media coverage, by referring to the resource-based view (RBV) theory, which interprets firms as a bundle of idiosyncratic resources and capabilities. Specifically, the authors aim to identify the value-creating resources that support event success in the long run.

The authors conducted a literature review on RBV and sports events, which provided the analytic categories used for on a cross-case analysis of popular cycling events held in Italy.

Each event has different value-creating resources, depending on its governance model. Specifically, organisational knowledge accumulated over time by a stable event promoter/organiser enables an understanding of stakeholders’ needs and leads to a competitive advantage. As for events with temporary organising committees, event reputation is decisive to their long-term success. Here, event promoters play a key role in managing reputation over time, i.e., properly selecting host countries, balancing their cultural differences and supporting their capacity to produce long-term benefits.

Sports events may be leveraged within place-branding strategies to increase the attractiveness and level of socio-economic development of a destination. It is thus important to understand the competitive dynamics among sports events. The existing studies have focused on event organisers while underestimating the contribution of sports organisations and/or private companies that promote sport events. This study adopts a broad perspective that takes account of both promoters and organisers in order to verify whether and how the governance model affects the resources relevant to the event’s success.