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Despite the increasing number and significance of charitable foundations in various business sectors, their role in cocreating corporate social responsibility (CSR) value remains unclear. This paper identifies CSR value cocreation in professional team sport organizations (PTSOs) and answers three key research questions: (a) Why have PTSOs developed charitable foundations as their means toward CSR value cocreation? (b) What CSR-related resources do PTSOs and their charitable foundations integrate? and (c) How do they manage, share, and transfer such resources to cocreate CSR value? Drawing theoretical insights from service dominant logic and consumer culture theory—and using empirical data from 47 semistructured interviews of UK-based professional football (soccer) clubs—this study develops a communicating vessels framework to illustrate the role of charitable foundations in the CSR value cocreation process. Through four tentative CSR value cocreation levels of relationship (bolt-on, cooperative, controlled, and strategic) the study suggests several internal strategies that can enhance the level of collaboration between founders and foundations. These include information sharing through customer relationship management (CRM) systems and social media platforms; staff sharing or flexible movement across the organizations; quality assurance agreements; flexible team cooperation; partnership protocols with social, media, cultural, and commercial stakeholders; and cotraining of personnel.

While sport entrepreneurs are known for being risk-takers and for being proactive when implementing new ideas, little is known about individuals' attitudes within non-profit sport organisations. The present study draws on policy implementation and innovation theories to address this gap by investigating staff attitudes toward newness and its impact on innovativeness and change. An online survey was administered to representatives of regional sport federations in Belgium (n=101; 70 per cent response rate) in order to measure their attitude toward newness, the number of service innovation successfully implemented, and the levels of innovativeness and organisational change perceived. On average, sport federation staff show a positive attitude toward newness, which supports the implementation of service innovation. The number of service innovations and perceptions of innovativeness both have significant indirect effects on organisational change as perceived by individuals within sport federations. Managerial and policy implications are provided with regard to the need to develop positive attitude toward newness within non-profit sport organisations in order to foster innovation.

Purpose: This paper thematically categorises sports sponsorship-linked Twitter content and, by drawing on uses & gratifications (U&G) theory, maps the extent to which these categories cohere with known user motivations for consuming social media. Findings:From the data, a typology is developed, comprising 17 categories grouped under four main types: informing, entertaining, rewarding and interacting. The majority of sponsor Tweets (68%) fell into the informing type, with 17% categorised as interacting. While few (2%) Tweets were categorised as entertaining, the link to the sponsored event implies a degree of entertaining content even in ostensibly informative, rewarding or interactional sponsorship-linked Tweets. Therefore, the typology categories highlight Twitter content produced by sponsors which engages customers, fostering dialogue alongside providing informative and entertaining content. Originality:The typology extends existing understanding of the use of social media within sponsorship activation campaigns by thematically categorising content and mapping this against known user motivations for consuming brand-related social media content. Practical implications:The typology can inform practitioners' future sports sponsorship activation planning decisions and can also aid rights holders in tailoring appropriate sponsorship opportunities to potential sponsors, based on an appreciation of the nature of content sought by brand followers.

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This commentary considers the impacts of COVID-19 on sport governance and management, given the global threat to sport services and organizations evident as a result of the disease since early 2020. To frame this analysis of the impacts and lessons to be learned, we use a Critical Realist (CR) perspective, which takes a multi-level view of reality and seeks to establish how and why something occurs in reality [Byers, T. (2013). Using critical realism: A new perspective on control of volunteers in sport clubs. European Sport Management Quarterly, 13(1), 5-31.