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Les effets ambivalents de la culture sportive dans une opération de fusion-acquisition : le cas du groupe Boardriders et des marques iconiques dans l’industrie des action sports

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  • Pierre Durand

    (TREE - Transitions Energétiques et Environnementales - UPPA - Université de Pau et des Pays de l'Adour - CNRS - Centre National de la Recherche Scientifique, LACES - Laboratoire Cultures, Éducation, Sociétés - UB - Université de Bordeaux)

Abstract

Commercial sports organizations are gaining increasing prominence within the sports sector, particularly those operating in the sports goods sector. These entities face external specificities that interact with their strategy, as revealed by the case study of the Boardriders group. Analyzed through the lens of contingency theory and insights from sports sociology, the results derived from 15 semi-structured interviews conducted with field professionals (operator, middle manager, redundant worker) and from an examination of press archives shed light on the merger and acquisition strategy initiated by the investment fund Oaktree Capital Management involving the companies Quiksilver and Billabong, along with their brand portfolios. These findings reveal that companies and sports culture provide an opportune foundation for achieving a landmark merger in the market.

Suggested Citation

  • Pierre Durand, 2024. "Les effets ambivalents de la culture sportive dans une opération de fusion-acquisition : le cas du groupe Boardriders et des marques iconiques dans l’industrie des action sports," Post-Print hal-04622229, HAL.
    • Handle: RePEc:hal:journl:hal-04622229
    DOI: 10.1080/14927713.2024.2335227
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