Evaluation of a cross-sector community initiative partnership: Delivering a local sport program

Kihl, Lisa A.; Tainsky, Scott; Babiak, Kathy; Bang, Hyejin

doi:10.1016/j.evalprogplan.2014.01.003

Cited by 22 publications

(29 citation statements)

References 29 publications

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“…First, the organizational President was the catalyst for initiating dialogue with CSR program stakeholders because of his concern regarding the effectiveness and quality of RBI program implementation that was facilitated through a cross‐sector partnership with a non‐profit agency—who was responsible for program delivery. These types of CSR partnerships can be “challenging due to the range of activities in program delivery and differences in power between the partners as well as different sector norms, practices, and expectations” (Kihl et al , p. 36).…”

Section: Discussionmentioning

confidence: 99%

A Case Study of Stakeholder Dialogue in Professional Sport: An Example of CSR Engagement

Babiak¹,

Kihl²

2018

Business and Society Review

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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 professional sport team's CSR initiative we found that stakeholders' expectations of the team's involvement in the community related to social and institutional norms, values, and benefits. The team also appeared to be meeting stakeholder expectations about being socially responsible in the community. This study provides new insights into a firm's CSR expectations through engaging in stakeholder management and interaction. Future research directions and practical suggestions are offered for organizations attempting to understand and meet stakeholders' expectations in the area of CSR.

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Section: Discussionmentioning

confidence: 99%

A Case Study of Stakeholder Dialogue in Professional Sport: An Example of CSR Engagement

Babiak¹,

Kihl²

2018

Business and Society Review

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“…The unique placement of the green committee and its direct stakeholders makes this case particularly interesting. In previous studies, researchers have examined CSSPs in various contexts including local sport (Babiak, 2007;Babiak & Thibault, 2009), major sporting events (Meenaghan, 1998), and professional sport (Kihl, Tainsky, Babiak, & Bang, 2014). However, little consideration has been given to CSSPs in collegiate sport, in general, or how college athletic departments achieve sustainability objectives by leveraging CSSPs, specifically.…”

Section: Methodsmentioning

confidence: 99%

Formation and Function of a Collegiate Athletics Sustainability Committee

McCullough

Kellison

Wendling

2018

JAS

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Institutions of higher learning may be considered dual-identity organizations because of the perceived distinctiveness between universities’ academic and athletic missions. One way in which these barriers can be weakened is through cross-sector social partnerships (CSSP), a form of collaborative engagement aimed at achieving a common societal goal. In this study, we examine the formation of a university-directed CSSP focused on enhancing environmentally sustainable initiatives within the athletic department. Interviews with 11 members of a so-called Green Team illustrate the processes of boundary spanning and boundary blurring. As demonstrated in the article, boundary spanning occurred under the leadership of a “champion” who assembled a team of stakeholders to assist with the major renovation of a pro-environmental football stadium. Though the sustainability committee has a common goal, not all experiences of Green Team members have been the same. In light of these differences, we identify key barriers and prescribe solutions that can lead to the realization of a new organizational form.

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“…The partnership's purpose is also a central point of discussion, on one hand, some researchers and practitioners propose that the term multi-stakeholder partnership refers only to those partnerships that advance the UN's sustainable development agenda [9]. On the other hand, the term is also used by researchers in fields such as health sciences [11] and sports management [12] to describe partnerships that do not necessarily conform with the UN's definitional parameters. Such partnership attributes and functions are likely to impact partner expectations and outcomes, as well as other variables, and as such provide context for situating and interpreting research findings.…”

Section: Introductionmentioning

confidence: 99%

Partner Strategic Capabilities for Capturing Value from Sustainability-Focused Multi-Stakeholder Partnerships

et al. 2019

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As social and ecological problems escalate, the role of collective capacity and knowledge is becoming more critical in reaching solutions. This capacity and knowledge are dispersed among diverse stakeholder organizations. Thus, organizations in the private, public and civil society sectors are experiencing pressure to address these complex challenges through collaborative action in the form of multi-stakeholder partnerships. One major challenge to securing and maintaining partner engagement in these voluntary collaborative initiatives is defining the value proposition for prospective and existing partner organizations. Understanding the relationship between different forms of partner involvement and the subsequent resources that partners stand to gain is necessary to articulate the value proposition of the partnership to partners. This study conducts a survey of partner organizations from 15 different sustainability-focused multi-stakeholder partnerships in Canada. We compare three partner strategies for implementation and value capture and discover that each strategy is associated with different partner-level resource outcomes. Our findings indicate that product stewardship strategies are associated with financial and organizational capital, marketing and promotion with human capital, and internal implementation structures with shared capital. This study has implications for multi-stakeholder partnership researchers and practitioners because it suggests the possibility that certain partner-level outcomes could rely on the partner, as well as partnership implementation strategies.

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Evaluation of a cross-sector community initiative partnership: Delivering a local sport program

Cited by 22 publications

References 29 publications

A Case Study of Stakeholder Dialogue in Professional Sport: An Example of CSR Engagement

A Case Study of Stakeholder Dialogue in Professional Sport: An Example of CSR Engagement

Formation and Function of a Collegiate Athletics Sustainability Committee

Partner Strategic Capabilities for Capturing Value from Sustainability-Focused Multi-Stakeholder Partnerships

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