DOI 10.26773/smj.200606 Sport Mont 18 (2020) 2: 61–66 61 Intellectual Capital Efficiency Management in Professional Football Clubs’ Performance: Problems of Assessment Ivan Derun1 and Hanna Mysaka1 1Taras Shevchenko National University of Kyiv, Department of Accounting and Auditing, Kyiv, Ukraine Abstract Professional success is one of the objective non-fnancial displays of the efective management of a company’s intellectual capital (IC) as the basis of its economic and fnancial prosperity. This study analyses the adequacy of the results of some assessment methods of IC efciency based on football clubs’ public fnancial statement data and their professional performance based on professional ranking. This study empirically considers the advantages and disadvantages of specifc methods for assessing IC efciency with the example of football clubs that were TOP 50 of UEFA Club Ranking in 2014–2018. The goal of the study is to compare professional ranking as an objectively formed non-fnancial indicator of a company’s professional performance with IC efciency to assess its management successfulness in a highly competitive environment. We used the Value Added Intellectual Capital Coefcient (VAIC), MV/BV ratio, and Tobin’s q to assess the IC efciency of the sampled football clubs. The specialized method of assessing IC efciency provides results that are more relevant to clubs’ professional performance than methods based on the principles of the theory of investment. We believe that the study of the relationship between company’s IC efciency with its fnancial and professional performance has signifcant prospects with the use of specialized Return on Assets Methods (ROAM), in particular, Intangible Driven Earnings (IDE) and Calculated Intangible Value (CIV). Keywords: football club’s management, human capital, intellectual capital efciency, professional performance Introduction During the previous two decades, mostly due to media rights deals, professional football clubs have been trans- forming into complex and proftable businesses (Morrow & Howieson, 2014). Tey create and develop their brands to promote additional products and services and increase prof- its (Jankovic & Jaksic-Stojanovic, 2019). Tus, the strategic development and fnancial success of professional football clubs strongly depend on not only human capital (Rohde & Breuer, 2016), but also on IC (intellectual capital) man- agement. IC elements’ diversity and particularities of im- pact determination, which they impose on business, make it objectively impossible to apply a single measure to them. At the same time, the consistency of their development be- yond the calculation of diferent indicators for regular assess- ment, analysis and control of the achieved level is unresolved. Football clubs need to determine IC efciency for the bal- anced management of various aspects of their businesses in conditions of a highly competitive environment and limited fnancing opportunities. Te authors of recent specialized football efciency studies (Zambom-Ferraresi, García-Cebrián, Lera-López, & Iráizoz, 2015; Zambom-Ferraresi, García-Cebrián, & Lera-López, 2017) suggest applying coefcients of revenue Correspondence: I. Derun Taras Shevchenko National University of Kyiv, Department of Accounting and Auditing, 90A Vasylkivska Street, 03022 Kyiv, Ukraine E-mail: ivanderun0601@gmail.com ORIGINAL SCIENTIFIC PAPER