Corporate social responsibility and governance in sport: “Oh, the things you can find, if you don’t stay behind!”

Abstract

Purpose -The purpose of this paper is to provide practical and future research implications for the field of governance and corporate social responsibility (CSR) in sports to strengthen the depth of knowledge in this area. Design/methodology/approach -This paper reviews parts of the existing international literature and draws on literature from general business, management and governance to widen the scope and open spaces of opportunities for interested researchers. Findings -The authors find six themes that are of particular relevance and cluster them along context, content and process to map out critical and promising aspects that we believe will progress our understanding of and contribution to CSR and governance in sport: features and idiosyncrasies of sport in relation to governance and CSR; the relevance and impact of regional and cultural context; reflections on "content" of CSR in sport in difference to CSR through sport; the quest for the business case for CSR in sport and consumer reactions; the potential for interdisciplinary, multilevel and longitudinal research; and finding a critical voice and relating research (back) to industry and practice. Originality/value -The paper reviews and interlinks the topic of CSR and governance in sport in new ways and with an established, wider body of knowledge, and provides new inspiration and starting points for research from both a broader management angle and a sport-specific angle.

The Role of Corporate Support for Employee Volunteering in Strengthening the Impact of Green Human Resource Management Practices on Corporate Social Responsibility in the Egyptian Firms

“…Several scholars assert that CSR works properly to achieve competitive advantages to an organization (Breitbarth et al ., , Kadlubek, ). CSR plays a critical role in gaining firm's success and supporting its reputation among stakeholders (Deng et al ., ; Paek et al ., ; Di Giuli and Kostovetsky, ; Gallardo‐Vázquez and Sanchez‐Hernandez, ; Arndt et al ., ; Breitbarth et al ., ; Giulianotti, ; Ismail et al ., ). The CSR practices can be enhanced through encouraging volunteering work among employees within an organization (Ana and Arminda, ).…”

Applying a Communicating Vessels Framework to CSR Value Co-creation: Empirical Evidence From Professional Team Sport Organizations

“…PTSOs have dual opportunities for CSR in and through sport (Anagnostopoulos & Kolyperas, 2015;Breitbarth et al, 2015), either by drawing on their own unique resources to facilitate social image and orient their stakeholder members' experiences (McNamara, Peck, & Sasson, 2013;Yang & Sonmez, 2005) or by integrating external resources to serve as vehicles of CSR co-creation for other businesses (Bason & Anagnostopoulos, 2015;Dowling, Robinson, & Washington, 2013). Given the unique sociocultural, experiential, symbolic, and ideological characteristics of PTSOs -such as communication power and youth appeal, among others (see Smith & Westerbeek, 2007), and considering CSR as culture meaning management (Brei & Böhm, 2011) -consumer culture theory (CCT) has explanatory power to meaningfully define the contextual, idealistic, and symbolic context (and resources) in which CSR value co-creation unfolds (Anagnostopoulos et al, 2014;Castro-Martinez & Jackson, 2015;Walters & Chadwick, 2009).…”

“…Corporate social responsibility (CSR) has increased in practical and academic significance (Breitbarth, Walzel, Anagnostopoulos, & van Eekeren, 2015;Kudlak & Low, 2015), subsequently developing diverse practical forms and theoretical avenues (including holistic, social, economic, and industrial), mainly within an overall context of an organization's goal to maximize its long-term positive social impact (McWilliams, Siegel, & Wright, 2006). While research to understand the value CSR adds to organizations and society as a whole has expanded significantly (e.g., Jamali & Keshishian, 2009;McWilliams & Siegel, 2011;Porter & Kramer, 2011), interest in how charitable foundations help larger organizations in co-creating and managing CSR value has also increased (Minefee, Newman, Isserman, & Leblebici, 2015).…”

Understanding strategic decision-making through a multi-paradigm perspective

“…Corporate social responsibility (CSR) is generating increased interest in management studies (Aguinis and Glavas, 2012) and in different industry-specific contexts such as hospitality (e.g., Henderson, 2007), tourism (e.g., Inoue and Lee, 2011), finance (e.g., Matute-Vallejo et al, 2011), tobacco (e.g., Cai et al, 2012) and sports (e.g., Bradish and Cronin, 2009;Breitbarth et al, 2015). Both conceptual and empirical scholarly activities have emerged regarding organisational behaviour and human resource management (e.g., Anagnostopoulos et al, 2016;Morgeson et al, 2013;Rupp et al, 2006), marketing (e.g., Maignan and Ferrell, 2004) and operations (e.g., Brammer et al, 2011).…”