Crisis-Resilient Ownership Models in Libyan Football Clubs: Navigating Post-Conflict Volatility Through Foreign Investment and Governance Reforms

Abstract

Libyan football clubs face significant challenges due to political instability, economic volatility, and post-conflict recovery needs, necessitating innovative ownership models to ensure financial and operational resilience. This review paper explores the potential of crisis-resilient ownership models, inspired by foreign investment-backed takeovers in global football, within the context of the Libyan Premier League. Drawing on risk management and economic resilience frameworks from 2025 management research, the paper analyzes how such models can address chronic underfunding, enhance infrastructure, and improve governance in a turbulent environment. Through a comprehensive literature review and analysis of global case studies, the study examines the opportunities for foreign investment-driven takeovers to diversify revenue, strengthen talent acquisition, and boost community engagement, while considering Libya’s regulatory landscape, global transfer market constraints, and socio-political sensitivities. Findings suggest that foreign-backed ownership models can enhance resilience but require robust governance structures and localized stakeholder engagement strategies to mitigate risks such as fan alienation or political backlash. This paper contributes to the academic discourse on sustainable football management in emerging markets, offering a theoretical framework and practical recommendations for Libyan clubs to thrive in a complex socio-economic context.