The Role of Corporate Social Responsibility in the Football Business: Towards the Development of a Conceptual Model

Abstract

Corporate social responsibility (CSR) has attracted considerable interest in the management discipline, but has rarely been evaluated and explored in the sports management research arena. In evaluating the sports, management and marketing literature, this article considers the role of CSR in professional football. It argues that an increased awareness and integration of CSR into the football business fosters the competitiveness of the game and creates additional value for its stakeholders. The article proposes a conceptual model which outlines the agency role of football in order to create political, cultural, humanitarian and reassurance value. Empirical evidence supporting the model is applied based on case studies from four key countries that currently dominate the shaping of CSR discussion and are vital for the game itself: England, Germany, Japan and the US. The article's aim is to encourage sports management to see CSR as an opportunity-driven concept, which can assist in achieving better strategic direction, and outlines areas where future research can improve sport management's appreciation of this rapidly more important topic.