CSR in professional sport: an examination of community models

References

• Anheier, H. K., & Benner, A. (2013). The study of the nonprofit enterprise: Theories and approaches. New York, NY: Plenum Kluwer.
   Google Scholar
• Ansell, C., & Gash, A. (2007). Collaborative governance in theory and practice. Journal of Public Administration Research and Theory, 18, 543–571. doi: 10.1093/jopart/mum032
   Web of Science ®Google Scholar
• Babiak, K. (2010). The role and relevance of corporate social responsibility in sport: A view from the top. Journal of Management & Organization, 16, 528–549. doi: 10.1017/S1833367200001917
   Web of Science ®Google Scholar
• Babiak, K., & Wolfe, R. (2006). More than just a game? Corporate social responsibility and super bowl XL. Sport Marketing Quarterly, 15, 214–222.
   Google Scholar
• Babiak, K., & Wolfe, R. (2009). Determinants of corporate social responsibility in professional sport: Internal and external factors. Journal of Sport Management, 23, 717–742. doi: 10.1123/jsm.23.6.717
   Web of Science ®Google Scholar
• Baughn, C. C., Bodie, N. L., & McIntosh, J. C. (2007). Corporate social and environmental responsibility in Asian countries and other geographical regions. Corporate Social Responsibility and Environmental Management, 14, 189–205. doi: 10.1002/csr.160
   Google Scholar
• Bensimon, S. (1999). Strategic alliance. Executive Excellence, 16, 9.
   Google Scholar
• Berger, Gerald, & Steurer, Reinhard. (2009). ESDN Quarterly Reports.
   Google Scholar
• Blumrodt, J., Bryson, D., & Flanagan, J. (2012). European football teams’ CSR engagement impacts on customer-based brand equity. Journal of Consumer Marketing, 29, 482–493. doi: 10.1108/07363761211274992
   Google Scholar
• Bradish, C., & Cronin, J. J. (2009). Corporate social responsibility in sport. Journal of Sport Management, 23, 691–697. doi: 10.1123/jsm.23.6.691
   Web of Science ®Google Scholar
• Breitbarth, T., & Harris, P. (2008). The role of corporate social responsibility in the football business: Towards the development of a conceptual model. European Sport Management Quarterly, 8, 179–206. doi: 10.1080/16184740802024484
   Web of Science ®Google Scholar
• Breitbarth, T., Hovemann, G., & Walzel, S. (2011). Scoring strategy goals: Measuring corporate social responsibility in professional European football. Thunderbird International Business Review, 53, 721–737. doi: 10.1002/tie.20448
   Google Scholar
• Breitbarth, T., Walzel, S., Anagnostopoulos, C., & van Eekeren, F. (2015). Corporate social responsibility and governance in sport: “Oh, the things you can find, if you don’t stay behind!”. Corporate Governance: The International Journal of Business in Society, 15, 254–273. doi: 10.1108/CG-02-2015-0025
   Web of Science ®Google Scholar
• Burke, L., & Logsdon, J. M. (1996). How corporate social responsibility pays off. Long Range Planning, 29, 495–502. doi: 10.1016/0024-6301(96)00041-6
   Web of Science ®Google Scholar
• Burns, R. B. (2000). Introduction to research methods (4th ed.). London: Sage.
   Google Scholar
• Campbell, D. T. (1975). “Degrees of freedom” and the case study. Comparative Political Studies, 8, 178–193. doi: 10.1177/001041407500800204
   Web of Science ®Google Scholar
• Clarke, T. (2007). International corporate governance: A comparative approach. New York, NY: Routledge.
   Google Scholar
• Clegg, S., Kornberger, M., & Pitsis, T. (2008). Managing and organisations: An introduction to theory and practice. Los Angeles, CA: Sage.
   Google Scholar
• Cramer, A., & Hirschland, M. (2006). The socially responsible board. The Corporate Board, 161, 20–24.
   Google Scholar
• Dobson, N., & Sinnamon, R. (2001). A critical analysis of the organisation of major sports events. In C. Gratton & I. Henry (Eds.), Sport and city. London: Routledge.
   Google Scholar
• Eisenhardt, K. M. (1989). Building theories for case study research. Academy of Managemet Review, 14, 532–550.
   Web of Science ®Google Scholar
• Extejt, M. (2004). Philanthropy and professional sport teams. International Journal of Sport Management, 5, 215–228.
   Google Scholar
• Flyvbjerg, B. (2006). Five misunderstandings about case-study research. Qualitative Inquiry, 12, 219–245. doi: 10.1177/1077800405284363
   Web of Science ®Google Scholar
• Freeman, R.E. (1984). Strategic Management: A stakeholder Approach. Boston: Pitman.
   Google Scholar
• George, A. L., & McKeown, T. J. (1985). Case studies and theories of organizational decision making. Advances in Information Processing in Organizations, 2, 21–58.
   Google Scholar
• Hoye, R., & Cuskelly, G. (2007). Sport governance. Oxford: Elsevier.
   Google Scholar
• Hsieh, H. F., & Shannon, S. E. (2005). Three approaches to qualitative content analysis. Qualitative Health Research, 15, 1277–1288. doi: 10.1177/1049732305276687
   PubMed Web of Science ®Google Scholar
• Husted, B. W. (2003). Governance choices for corporate social responsibility: To contribute, collaborate or internalize? Long Range Planning, 36, 481–498. doi: 10.1016/S0024-6301(03)00115-8
   Web of Science ®Google Scholar
• Husted, B. W., & de Jesus Salazar, J. (2006). Taking Friedman seriously: Maximizing profits and social performance. Journal of Management Studies, 43, 75–91. doi: 10.1111/j.1467-6486.2006.00583.x
   Web of Science ®Google Scholar
• Huxham, C., & Vangen, S. (2005). Managing to collaborate: The theory and practice of collaborative advantage. London: Routledge.
   Google Scholar
• Ingley, S. (2008). Company growth and Board attitudes to corporate social responsibility. International Journal of Business Governance and Ethics (IJBGE), 4(1).
   Google Scholar
• Jenkins, H. (2012). CSR in sport: Investigating environmental sustainability in UK Premier League Football Clubs (Working Paper No. 68). Cardiff: The ESRC Centre for Business Relationships, Accountability, Sustainability & Society at Cardiff University.
   Google Scholar
• Jenkins, H., & James, L. (2011). Its not just a game: Community work in the UK football industry and approaches to corporate social responsibility. Cardiff: The ESRC Centre for Business Relationships, Accountability, Sustainability, and Society at Cardiff University.
   Google Scholar
• John F. Kennedy School of Government. (2008). CSR initiative. Retrieved from http://www.ksg.harvard.edu/cbg/CSRO/home.htm
   Google Scholar
• Kiel, G., & Nicholson, G. (2003). Boards that work: A new guide for directors. Sydney: McGraw-Hill.
   Google Scholar
• Kihl, L., Babiak, K., & Tainsky, S. (2014). Evaluating the implementation of a professional sport team’s corporate community involvement initiative. Journal of Sport Management, 28, 324–337. doi: 10.1123/jsm.2012-0258
   Web of Science ®Google Scholar
• Kolyperas, D., & Sparks, L. (2011). Corporate social responsibility (CSR) communications in the G-25 football clubs. International Journal of Sport Management and Marketing, 10, 83–103. doi: 10.1504/IJSMM.2011.043612
   Google Scholar
• Kvale, S. (1996). Interviews: An introduction to qualitative research interviewing. Thousand Oaks, CA: Sage.
   Google Scholar
• Lau, N., Makhanya, K., & Trengrouse, P. (2004). The corporate social responsibility of sport organizations: The case of FIFA. Neuchâtel: International Center for Sports Studies.
   Google Scholar
• Levitt, T. (2012). Partners for good: Business, government and the third sector. Surrey: Gower.
   Google Scholar
• Lewis, S. (2001). Measuring corporate reputation. Corporate Communications: An International Journal, 6(1), 31–35. doi: 10.1108/13563280110381198
   Google Scholar
• Margolis, J. D., & Walsh, J. P. (2003). Misery loves companies: Rethinking social initiatives by business. Administrative Science Quarterly, 48(2), 268–305. doi: 10.2307/3556659
   Web of Science ®Google Scholar
• McMillan, J. H., & Schumacher, S. (2001). Research in education: A conceptual introduction. (5th ed.). New York, NY: Longman.
   Google Scholar
• Minichiello, V., Aroni, R., Timewell, E., & Alexander, L. (1995). In-depth interviewing: Principles, techniques, analysis (2nd ed.). Melbourne: Longman.
   Google Scholar
• Morrison, E. D., Ghose, A. K., Dam, H. K., Hinge, K. G., & Hoesch-Klohe, J. (2011). Proceedings from 7th International workshop on engineering service-oriented applications, Paphos, Cyprus.
   Google Scholar
• Newton, T. (1998). Theorizing subjectivity in organizations: The failure of Foucauldian studies? Organization Studies, 19, 415–447. doi: 10.1177/017084069801900303
   Web of Science ®Google Scholar
• Oliver, D. G., Serovich, J. M., & Mason, T. L. (2005). Constraints and opportunities with interview transcription: Towards reflection in qualitative research. Social Forces, 84(2), 1273–1289. doi: 10.1353/sof.2006.0023
   PubMed Web of Science ®Google Scholar
• Porter, M. E., & Kramer, M. R. (2006). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12), 78–92.
   PubMed Web of Science ®Google Scholar
• Porter, M. E., & Kramer, M. R. (2011). Creating shared value: How to reinvent capitalism and unleash a wave of innovation and growth. Harvard Business Review, 63–77.
   Google Scholar
• Saunders, M., Lewis, P., & Thornhill, A. (2009). Research methods for business students. London: Pearson Education.
   Google Scholar
• Schacter, M. (2005, May). Boards face new social responsibility. CA Magazine, p. 12.
   Google Scholar
• Schiebel, W., & Pöchtrager, S. (2003). Corporate ethics as a factor for success: The measurement instrument of the University of Agricultural Sciences. Supply Chain Management: An International Journal, 8(2), 116–121. doi: 10.1108/13598540310468715
   Web of Science ®Google Scholar
• Smith, A., & Westerbeek, H. M. (2007). Sport as a vehicle for deploying corporate social responsibility. Journal of Corporate Citizenship, 2007, 43–54. doi: 10.9774/GLEAF.4700.2007.sp.00007
   Google Scholar
• Stein, M. (2014). Double trouble: Sibling rivalry and twin organizations in the 2008 credit crisis. British Journal of Management, 25(2).
   Google Scholar
• Strauss, A., & Corbin, J. (1998). Basics of qualitative research: Techniques and procedures for developing grounded theory (2nd ed.). Thousand Oaks, CA: Sage.
   Google Scholar
• Suksi, M. Autonomy: Applications and implications. The Hague: Kluwer Law International.
   Google Scholar
• Tellis, W. (1997). Application of a case study methodology. The Qualitative Report, 3(3), 1–19.
   Google Scholar
• Trendafiova, S., Ziakas, V., & Sparvero, E. (2017). Linking corporate social responsibility in sport with community development. Sport in Society, 20, 938–956. doi: 10.1080/17430437.2016.1221935
   Web of Science ®Google Scholar
• Walker, M., & Kent, A. (2009). Do fans care? Assessing the influence of corporate social responsibility on consumer attitudes in the sport industry. Journal of Sport Management, 23(6), 743–769. doi: 10.1123/jsm.23.6.743
   Web of Science ®Google Scholar
• Walters, G. (2009). Corporate social responsibility through sport: The community sports trust model as a CSR delivery agency. Journal of Corporate Citizenship, 2009, 81–94. doi: 10.9774/GLEAF.4700.2009.au.00008
   Google Scholar
• Walters, G., & Panton, M. (2014). Corporate social responsibility and social partnerships in professional football. Soccer & Society, 15, 828–846. doi: 10.1080/14660970.2014.920621
   Google Scholar
• Westhues, M., & Einwiller, S. (2006). Corporate foundations: Their role for corporate social responsibility. Corporate Reputation Review, 9(2), 144–153. doi: 10.1057/palgrave.crr.1550019
   Google Scholar
• Yin, R. K. (2009). Case study research: Design and methods (4th ed.). Thousand Oaks, CA: Sage.
   Google Scholar
• Zeimers, G., Anagnostopoulos, C., Zintz, T., & Willem, A. (2017). Teaming-up for social responsibility programs: The case of Belgian nonprofit sport organizations. Paper presented at the meeting of North American Society for Sport Management, Denver.
   Google Scholar