The training and development of young players both as athletes and individuals is one of the task soccergoverning bodies assign to professional soccer team in order to fully exploit the social aspects of sport activities.Recently UEFA imposed new rules to improve the use of home-grown players. We analyze a panel data ofEnglish Premier and Championship league clubs for the seasons 2001-02 to 2005-06 in order to understand whatclubs characteristics lead to the employment of young players in the team during official matches. Sportcommercialization and the employment of star players have been considered harmful to this role. Our findingssuggest that, counter-intuitively, economic and commercial aspects of clubs are not important for thedevelopment of home-grown players, for example well paid players do not crowd-out home-growns. Managerialpolicies play a significant role. Major clubs in the Premier league deploy home-grown less often; leasing them tothe Championship league could be a solution. Attendance favors home-grown players, which hints at a moreactive communication policy for the clubs in order to nurture the link with the local community. These resultssuggest social responsible strategies for Premier League clubs in order to improve their perceived social role andto avoid invasive interventions from national and international governing bodies in their managerial decisions onthe clubs.
|Number of pages||7|
|Journal||INTERNATIONAL BUSINESS RESEARCH|
|Publication status||Published - 2012|