The need and corporate reputation in publicly traded sports corporations: examination of Beşiktaş Sports Inc.

Sarikaya, Muammer; Yılmaz, Sinan; Temizel, Fatih

doi:10.1504/ijea.2012.045520

Cited by 2 publications

(3 citation statements)

References 3 publications

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“…These strategies aims the development of brand equity, player-capital and customer equity, especially through marketing policies that seek to promote the links that exist between the three, but the appropriation of the consequently created value is not equal for all of the main actors, in particular for the supporters. Sarikaya et al (2012) address a different issue: the question of the usefulness of stakeholder management and corporate reputation to control the volatility of sports corporations market value in the case of four listed Turkish clubs (Beşiktaş, Fenerbahçe, Galatasaray and Trabzonspor). The author s emphasize the fact that corporate reputation is closely linked to stakeholder management and that these two dimensions are of paramount importance for the clubs success, for their financial performance and to control the volatility of their market value.…”

Section: Applications Of the Stakeholder Approach To Professional Foomentioning

confidence: 99%

“…The literature is interested in identifying the football clubs stakeholders (Boon, 2000;Meyssonnier and Mincheneau, 2013), in prioritizing them in order to highlight those who « count » the most and to which managers have to give their utmost attention (Senaux, 2004(Senaux, , 2008 and in studying their management either in a general perspective of governance (Michie and Oughton, 2005), or more specifically with the study of a distinct stakeholder (Healy and McDonagh, 2013) or the treatment of a precise question related to social responsibility (Breitbarth and Harris, 2008;Walters and Chadwick, 2009;Walters and Tacon, 2010), to the construction of a stadium (Walters, 2011), to the creation of value (Paché and N'Goala, 2011), to the control of the clubs market value volatility (Sarikaya et al, 2012) or to information (Morrow, 2013). Most of these studi es were focused on British clubs (Michie and Oughton, 2005;Walters and Chadwick, 2009;Walters and Tacon, 2010;Walters, 2011;Healy and McDonagh, 2013;Morrow, 2013).…”

Section: Introductionmentioning

confidence: 99%

“…Most of these studi es were focused on British clubs (Michie and Oughton, 2005;Walters and Chadwick, 2009;Walters and Tacon, 2010;Walters, 2011;Healy and McDonagh, 2013;Morrow, 2013). The other ones were based on French (Senaux, 2004(Senaux, , 2008 and Turkish (Sarikaya et al, 2012) clubs or on a broader sample of European (Paché and N'Goala, 2011) or World (Breitbarth and Harris, 2008) clubs.…”

Section: Introductionmentioning

confidence: 99%

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Identification, Priorization and Management of Professional Football Clubs’ Stakeholders

Cicut¹,

Montchaud²,

Millereux³

et al. 2017

IBR

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The aim of this paper is to analyze how professional football clubs manage relationships with their most important stakeholders and their multiple expectations in an efficient framework. Our analysis is based on a case study about 'Olympique de Marseille' (OM) -a recognized French club in Ligue 1 -from a participant observation. The period covers by the study mainly runs from 2004 to 2015. We adopt a two -step approach consisting first in identifying and prioritizing club stakeholders and then in analyzing the management set up for those who matter most. Stakeholders play an important part in the way club is managed, especially those defined as definitive given their power, legitimacy and urgency attributes. Relationships with the latter can take different forms from involvement to control. Moreover they do not always exist through pre-defined procedures insofar as a significant part of them remains informal. This study enriches the knowledge of the environment of professional football clubs by taking their stakeholders into account. Recommendations are made to improve their stakeholder management practices by considering the specific nature of each relationship, the importance of dialogue in the relationship, the articulation of the formal and informal dimensions of the relationship, the regularity of the relationship and the flexibility of the relationship.

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Section: Applications Of the Stakeholder Approach To Professional Foomentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Identification, Priorization and Management of Professional Football Clubs’ Stakeholders

Cicut¹,

Montchaud²,

Millereux³

et al. 2017

IBR

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Exploring the Reputation Management Process for Events: The Case of Targa Tasmania

French¹,

Wickham²

2018

Event Management

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This article investigates the manner in which the reputation management processes identified in the extant literature need to be adapted for the recurrent event context. This research was conducted using a quasilongitudinal single embedded case study method focused on the reputation management process evident in the introduction, growth, and maturity stages of the Targa Tasmania rally event (held annually in Tasmania since 1992). Primary and secondary data were collected via semistructured interviews with key stakeholder groups and from published materials in newspapers and periodicals, respectively. The results suggest that in the context of an event, consideration must be given to divergence in three significant factors underpinning the reputation management process; namely: the "organizations connection to the external environment," "corporate communications," and "time." This study contributes to both event management literature and managerial practice, through the provision of insight into the transferability of the reputation management process to an alternate nontraditional organizational structure.

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The need and corporate reputation in publicly traded sports corporations: examination of Beşiktaş Sports Inc.

Cited by 2 publications

References 3 publications

Identification, Priorization and Management of Professional Football Clubs’ Stakeholders

Identification, Priorization and Management of Professional Football Clubs’ Stakeholders

Exploring the Reputation Management Process for Events: The Case of Targa Tasmania

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