Abstract:Many businesses, including professional sport teams, are designing and engaging in socially responsible initiatives which benefit stakeholders as well as the businesses themselves. Gaining insight into stakeholders' expectations regarding corporations' corporate social responsibility (CSR) initiatives through dialogue is important as the way a business is viewed and evaluated by stakeholders underlies subsequent interactions. Based on semi‐structured interviews with 42 diverse stakeholders involved in a profes… Show more
“…Subcultural differences also indirectly hampered social and economic outcomes through weakened or absent stakeholder alliances (see Figure 3). Previous research has noted that longterm sustainability of an organization depends on the sustainability of its stakeholder relationships (Babiak & Kihl, 2018). Stakeholders in our study noticed "a shadow hanging over the collaboration" and noted that there should be "a better connection moving forward."…”
Section: Discussionmentioning
confidence: 51%
“…By collaborating with other organizations-sponsors, local communities, or governmental agencies-intrapreneurs not only gain the necessary resources to realize their financial goals, but they also acquire legitimacy, which can yield lasting support (Bhattacharya, Korschun, & Sen, 2009). Where most studies take a firm perspective to analyze CSR management (Babiak & Kihl, 2018), this study explores stakeholder perceptions to increase understanding of the influence of stakeholder alliances and the "co-generation of value" (see Austin & Reficco, 2009, p. 89) on the strategic management process.…”
Section: The Drivers Of Csementioning
confidence: 99%
“…A total of 22 internal and external stakeholders, directly associated with the team's CSR initiatives, were interviewed about their perceptions on the team's CSE endeavors. CSR research addressing stakeholders' perceptions and expectations is relatively rare to date (Babiak & Kihl, 2018). However, considering the multitude of stakeholders involved in professional sport and their influence on CSR strategy development and implementation, a broad stakeholder view was adopted in this study.…”
Section: Participantsmentioning
confidence: 99%
“…By delineating the presence (and absence) of CSE drivers along with the related opportunities and challenges, managers are better equipped to engage in CSR in a strategic manner and, hence, increase the value, legitimacy, and sustainability of their social engagement. Kihl, 2018). Therefore, professional sport teams are increasingly engaging in CSR initiatives (Babiak & Wolfe, 2009;Inoue, Kent, & Lee, 2011;Kihl et al, 2014;Walzel et al, 2018).…”
Despite the widespread growth of corporate social responsibility (CSR) initiatives in sport, the majority of professional sport teams still manage social engagement in an opportunistic manner. Tactical attempts toward CSR management can provide discrete and short-term benefits, but lack the ability to create lasting social and economic impacts. This study uses an entrepreneurship perspective to study CSR management in sport. More specifically, it builds on the concept of corporate social entrepreneurship (CSE) to study the transition toward more strategic CSR approaches. Through an in-depth study of a single professional soccer case in Belgium, the drivers of CSE and their relation to strategic CSR development and implementation were explored. The findings indicate the importance of having an intrapreneur, an enabling organization, and, to some extent, stakeholder alliances. Challenges, however, arise at the level of organizational culture and aiming for shared value creation.
“…Subcultural differences also indirectly hampered social and economic outcomes through weakened or absent stakeholder alliances (see Figure 3). Previous research has noted that longterm sustainability of an organization depends on the sustainability of its stakeholder relationships (Babiak & Kihl, 2018). Stakeholders in our study noticed "a shadow hanging over the collaboration" and noted that there should be "a better connection moving forward."…”
Section: Discussionmentioning
confidence: 51%
“…By collaborating with other organizations-sponsors, local communities, or governmental agencies-intrapreneurs not only gain the necessary resources to realize their financial goals, but they also acquire legitimacy, which can yield lasting support (Bhattacharya, Korschun, & Sen, 2009). Where most studies take a firm perspective to analyze CSR management (Babiak & Kihl, 2018), this study explores stakeholder perceptions to increase understanding of the influence of stakeholder alliances and the "co-generation of value" (see Austin & Reficco, 2009, p. 89) on the strategic management process.…”
Section: The Drivers Of Csementioning
confidence: 99%
“…A total of 22 internal and external stakeholders, directly associated with the team's CSR initiatives, were interviewed about their perceptions on the team's CSE endeavors. CSR research addressing stakeholders' perceptions and expectations is relatively rare to date (Babiak & Kihl, 2018). However, considering the multitude of stakeholders involved in professional sport and their influence on CSR strategy development and implementation, a broad stakeholder view was adopted in this study.…”
Section: Participantsmentioning
confidence: 99%
“…By delineating the presence (and absence) of CSE drivers along with the related opportunities and challenges, managers are better equipped to engage in CSR in a strategic manner and, hence, increase the value, legitimacy, and sustainability of their social engagement. Kihl, 2018). Therefore, professional sport teams are increasingly engaging in CSR initiatives (Babiak & Wolfe, 2009;Inoue, Kent, & Lee, 2011;Kihl et al, 2014;Walzel et al, 2018).…”
Despite the widespread growth of corporate social responsibility (CSR) initiatives in sport, the majority of professional sport teams still manage social engagement in an opportunistic manner. Tactical attempts toward CSR management can provide discrete and short-term benefits, but lack the ability to create lasting social and economic impacts. This study uses an entrepreneurship perspective to study CSR management in sport. More specifically, it builds on the concept of corporate social entrepreneurship (CSE) to study the transition toward more strategic CSR approaches. Through an in-depth study of a single professional soccer case in Belgium, the drivers of CSE and their relation to strategic CSR development and implementation were explored. The findings indicate the importance of having an intrapreneur, an enabling organization, and, to some extent, stakeholder alliances. Challenges, however, arise at the level of organizational culture and aiming for shared value creation.
“…According to many experts (e.g. Babiak & Kihl, 2018;Hildebrandt, 2019;Ratten, 2011), professional sports clubs, like many other business entities, should strive to make corporate social responsibility (CSR) an integral part of their management processes and proactively develop their activities in this area.…”
The goal of this article is especially to provide information about the current situation as it pertains to the application of CSR principles within the Czech football environment, both on the part of the executive bodies in Czech football (the Football Association of the Czech Republic – FACR and the League Football Association – LFA) and all the clubs participating in the top football competition in the Czech Republic. This article combines the conclusions from secondary data analysis, content analysis of websites (top managing bodies of Czech football and all participating clubs of the highest Czech football league) and the author’s own empirical investigation based on a series of semi-structured interviews.
Given the increased social and strategic value of corporate philanthropy (CP) in businesses, a growing number of corporations have established associated corporate foundations to institutionalize and formalize their CP. Notably, CP has been channeled through team charitable foundations in professional sport, which are corporate foundations closely tied to their parent teams while having own (quasi) independent governance structure. However, these corporate foundations have received less scholarly attention. The study explores the relationship between corporate foundation governance and organizational performance in the context of professional sport. Specifically, this study focuses on how board structural characteristics, such as board size and board diversity, and board leadership, such as board chair affiliation with the parent team and the presence of a paid executive director, influence the team foundation's total received contributions. To empirically test our hypotheses, the study used longitudinal data of financial and personnel information of team foundations in the United States from 2011 to 2017. The results show that the team foundations with a larger board and paid executive director generate more significant revenues (received from contributions, grants, and gifts). The study illuminates how the internal governing environment shapes and steers a corporate foundation's philanthropic practices and performance.
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