Developing CSR in professional football clubs: drivers and phases

Kolyperas, Dimitrios; Morrow, Stephen; Sparks, Leigh

doi:10.1108/cg-05-2014-0062

Cited by 43 publications

(40 citation statements)

References 36 publications

(66 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Kolyperas, Morrow, and Sparks (2015) mentioned key barriers that PTSO directors in particular face and must overcome when establishing charitable foundations. For instance, the legal status and organizational structure of a foundation can confer potential instability.…”

Section: Literature Reviewmentioning

confidence: 99%

“…While it illustrates a degree of association (structural, formal, or informal) between two communicating ecosystems, it highlights the separation between the parent organization and the foundation. Since PTSOs reside in multiple socioeconomic contextspecific spheres, operate across competing institutional logics, and have developed unique idiosyncrasies (Gammelsaeter, 2010;2011;Kolyperas et al, 2015), the CV framework encompasses CCT and allows for a CSR analysis at an "intra-level" to understand how CSR unfolds across one actor, before focusing on the value it creates for multiple ecosystems.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

See 1 more Smart Citation

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

Kolyperas

Anagnostopoulos

Chadwick

et al. 2016

Journal of Sport Management

Self Cite

View full text Add to dashboard Cite

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.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

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

Kolyperas

Anagnostopoulos

Chadwick

et al. 2016

Journal of Sport Management

Self Cite

View full text Add to dashboard Cite

show abstract

“…A multiple case study research design was adopted, drawing on primary and secondary data collected across professional football club organisations (in a similar fashion to Kolyperas et al, 2015;Hamil and Morrow, 2011 tradition, popularity and business operations, and it focuses on a particular national football context which has been found to condition business operations (Habisch et al, 2005).…”

Section: Methodsmentioning

confidence: 99%

Professional football clubs retail branding strategies

Szymoszowskyj

Winand

Kolyperas

et al. 2016

SBM

Self Cite

View full text Add to dashboard Cite

Purpose: While some football clubs are recognised as popular brands, little is known about the way they leverage their brand in their merchandise retailing. This study draws on brand equity and supply chain management to address this gap by investigating retail branding strategies used by professional football clubs. In particular, it analyses the type of product merchandised, the reasons for selling certain products and the ways through which football clubs merchandise, including their partners in distribution channels.Design/methodology/approach: A qualitative approach was undertaken involving content analysis of 22 Scottish professional football clubs' websites and annual reports, and semi-structured interviews with seven football clubs retail managers and four supply chain partners. Transcribed data was coded and thematically organised through an inductive process using the qualitative data analysis software NVivo 10.Findings: Three types of merchandise have been identified, basic, fashion and short season. Building brand equity is considered the main motive for retailing merchandise. Some football clubs use intermediaries or outsourcers to respond to sudden consumer demands and to ensure high levels of service, whereas others have an integrated supply chain which allows for greater control. Research limitations/implications:This paper contributes to the discussion on the role of retailing in football club brand equity. It suggests initiating intermediaries in the distribution channels to build brand equity thus enabling clubs to become more responsive to consumer demand. Originality/value: This is the first paper to look at retail branding strategies of professional football clubs.

show abstract

“…This culture has stemmed from the fact that football has never been far from visceral critique, sanction, vilification, and media polemics (Brunzell & Söderman, 2012), as it is said to encapsulate “inequality, short‐termism, and greed” (Lee, 2001, p. 32), but it has evolved into an economically viable business for improving the wellbeing of individuals and places (Farmer et al, 2016). The game has turned its attention “to social issues, most notably to promote the potential positive social impact of the game, including crime reduction, health improvement, and social inclusion” (Kolyperas, Morrow, & Sparks, 2015, p. 180), leading Martin et al (2016, p. 175) to conclude that ultimately, football is “delivering success in a range of lifestyle‐related behaviors”. This transition has seen football become increasingly concerned with authenticity, with a desire to provide “‘pre‐modern’ forms of local community bonding” (Brown, 2008, p. 350), predicated on relationships and providing a “location of sustenance” (Brown, 2008).…”

Section: Introductionmentioning

confidence: 99%

From social activism to active socialization: The evolution of football ideology in community‐owned football clubs

Thomas

2020

Strategic Change

View full text Add to dashboard Cite

Community‐owned clubs are profound socializing agents that offer children a prosocial environment that disarticulates some of football's most pernicious ideologies in favor of an environment that is developmental, empowering, and self‐affirming while facilitating self‐determination. The work highlights the evolution of community‐owned clubs from activist enclaves to virtuous, imperative environments that influence and transfer community‐bound knowledge. Children in the study articulated that the ethos found at these clubs has enhanced their self‐esteem and self‐efficacy and has positively changed their perceptions, behavior, and interactions with the vulnerable individuals within their community. In addition, the data reveals a new idealism in terms of football with self‐restraint and nominal consumption of club apparel preferred to traditional materialism.

show abstract

Developing CSR in professional football clubs: drivers and phases

Cited by 43 publications

References 36 publications

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

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

Professional football clubs retail branding strategies

From social activism to active socialization: The evolution of football ideology in community‐owned football clubs

Contact Info

Product

Resources

About