Strategic Capabilities under Constraint: Exploring Internal Resource Utilization in Swedish Football Clubs : How does the 51% ownership structure relate to the utilization of internal resources and capabilities to create sustainable competitive advan

This master thesis investigates how the 51% ownership structure in Swedish football clubs relates to the development and use of internal resources and capabilities to achieve a sustainable competitive advantage. Unlike many European clubs with private ownership and significant external investment, Swedish clubs operate under a legally mandated member- majority model called the 51% rule. This structure presents both constraints and strategic opportunities, particularly in long-term planning and internal development. Using the Resource-Based View (RBV) and the VRIO framework, the study identifies key theoretical concepts such as internal capabilities, hybrid organizational logic, and ownership-driven governance. These concepts form the basis for analyzing how clubs navigate financial limitations while remaining competitive. The research adopts a qualitative multiple-case study approach, drawing on semi-structured interviews with club executives, representatives from Svensk Elitfotboll (SEF), and football journalists. The thematic analysis explores how clubs build value through organizational structure, internal talent development, and strategic planning. Findings suggest that the 51% rule while limiting external capital, encourages sustainable strategies based on collaboration, internal innovation, and long-term thinking. Clubs that effectively align their internal resources with their strategic goals demonstrate the potential to remain competitive despite financial constraints.