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Schumpeter’s thinking has already been mentioned, and it is of great importance in the work on innovation, since the economist has contributed to highlighting the driving role of innovation in economic evolution, including through its paradoxes (Schumpeter 1935). In particular, we owe him the famous “creative destruction” achieved by the novelty that competes with the old to the point of harming it. He drew up categories that are still used today, including that of typology (product innovation, organizational innovation, process innovation, etc.) and degree (difference between major and minor innovation). Above all, he highlighted the decisive action of an economic agent: the entrepreneur. The latter is not necessarily an inventor (or even a company founder), but a creative and persevering actor, capable of reconfiguring both the resources of the organization and the economic circuits (Munier 2013).

This classical approach has the advantage of highlighting the centrality of innovation in the creation of value in the sports sector (see for example (Chantelat 1992)). It allows us to account for the long time span between invention and innovation in many cases. In this respect, it is interesting to note that recommendations from management science and economics generally encourage the acceleration of processes, in order to increase the pace of innovation and, in so doing, the chances of success (Segercrantz et al. 2017). This acceleration, which aims to prevent competition from taking advantage of innovations, is not without ambiguity: the multiplication of destruction cycles can lead to the lasting destabilization of markets.