Sport sponsorship alliances: relationship management for shared value

Abstract

is an academic in the Management Discipline Group at the UTS Business School. Ashlee has recently completed her PhD in sport management, examining the governance of corporate sport sponsorship. Her research interests are in strategic alliances, business-tobusiness relationships and sport sponsorship. Daryl Adair is Associate Professor in the Management Discipline Group at the UTS Business School. He is on the editorial board of several academic sport journals. His most recent book (with Stephen Frawley) is the edited collection Managing the Olympics (Palgrave, 2013). Tracy Taylor is a Professor of Sport Management and Deputy Dean at the UTS Business School. Tracy is editor of Sport Management Review and has published widely in sport and leisure management journals. Her research includes human resource management and managing people in sport organisations. Antoine Hermens is the Head of the Management Discipline Group at the UTS Business School. He is also the Director of the Global Executive MBA program at UTS. Antoine spent the first 25 years of his career as a manager and executive in companies in the international automotive industry sector. His research lies within the areas of strategy and alliance management.

Football clubs as mediators in sponsor-stakeholder relations

“…Furthermore they also argue that value-added benefits of both parties and the continuum of relationships are essential for understanding sponsor-club relations (Cousens et al, 2006). This continuum is found to be depending on inter-personal relationships rather than inter-organisational relationships and fulfilment of mutual and individual expectations on the sponsor agreement (Morgan et al, 2014). Sponsorship relationships are going through a life cycle including three stages: formation, operation and outcome.…”

The Role of Culture in Sports Sponsorship: an Update

“…They found that strong relationships helped with the formal execution of the agreement and decisionmaking on activation and other issues that arose. Staff turnover was detrimental to satisfaction (34). The sponsors highly valued informal interpersonal relationships with the sport organization feeling they enhanced the ability to manage the formalities of the business agreement.…”

“…The sponsors highly valued informal interpersonal relationships with the sport organization feeling they enhanced the ability to manage the formalities of the business agreement. The commercial director of the sport organization indicated that he feels the relationships between people drive successful sponsorships (34).…”

“…Taking on more sponsors clutters the perception of the relationship as existing partners are no longer one of a few exclusive partners but rather one of many as relationships becomes less clear. Considering the importance of interpersonal relationships found in Nufer and Buehler (2010), and Morgan et al (2014), additional partners may over-extend and dilute the relationships sport organization personnel have with each individual sponsor (33,34).…”

Why do all good things come to an end? An inquiry into the discontinuation of sport sponsor–sponsee relationships

“…Meenaghan and Shipley (1999, p. 335) IJSMS define sponsorship as a "symbiotic relationship with a transference of inherent values from the activity to the sponsor." Hence, no sponsorship can be successful without the existence of productive relationships (Morgan et al, 2014). In fact, the sponsor and the sponsee are more likely to gain full benefit of their agreement if they work together collaboratively in a long-term alliance (Chadwick, 2002).…”