Toward Strategic and Authentic Corporate Social Responsibility in Professional Sport: A Case Study of the Detroit Lions

2014 ◽  
Vol 28 (6) ◽  
pp. 672-686 ◽  
Author(s):  
Kathryn L. Heinze ◽  
Sara Soderstrom ◽  
Jennifer Zdroik
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Opportunity To Learn ◽  
Community Partnerships ◽  
Professional Sport ◽  
Internal Resources ◽  
Study Approach ◽  
Strategic Csr ◽  
Corporate Social

The rise and institutionalization of corporate social responsibility (CSR) in sport is captured in a growing body of work in sport management. This literature suggests professional teams should be strategic in their approaches—matching internal resources with external needs—but we lack an understanding of the processes and mechanisms in the evolution to more strategic CSR, as well as specific practices that characterize these approaches. Further, by focusing on broad trends in how and why teams are adopting CSR, we miss the opportunity to learn from teams with innovative and authentic CSR approaches. To address these gaps, this article uses a qualitative case-study approach to examine how one professional team in the U.S.—the Detroit Lions—evolved their CSR to a more strategic and authentic partnership-focused model. Our findings point to key process steps and mechanisms in the decision making around, and implementation of, this approach, including the role of organizational structure, leadership, and community partnerships. We draw out themes around these central partnerships and highlight best practices. In offering a more nuanced understanding of professional sport CSR process and practice, we contribute to the literature on CSR in sport, sport-community partnerships, and sport and city revitalization.

Corporate social responsibility in the wake of COVID-19: multiple cases of social responsibility as an organizational value

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jashim Uddin Ahmed ◽  
Quazi Tafsirul Islam ◽  
Asma Ahmed ◽  
Anisur R. Faroque ◽  
Mohammad Jasim Uddin
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Online Communication ◽  
Socially Responsible ◽  
Content Type ◽  
Internal Resources ◽  
Study Approach ◽  
The Face ◽  
Corporate Social ◽  
Organizational Value

Purpose Although corporate social responsibility is a well-researched concept, very few studies have studied organizational social responsibility in the face of internal/external crises. Therefore, this paper aims to examine various firms' organizational social responses to COVID-19 as an external crisis, particularly in terms of the way organizations use their resources to address social problems and the real intention behind these, and the changing organizational drivers influencing such behaviors. Design/methodology/approach The authors explore the initiatives of seven organizations from three different industries in several countries and their actions in the wake of the COVID-19 pandemic. A case study approach was taken to collect data and reach a conclusion. A combination of interviews, online communication using semi-structured questionnaires and documentary information available in the public domain was used to collect data and analyze and triangulate the events. Findings Similar internal resources and capacities of the seven organizations resulted in similar responses as they launched proactive initiatives to prepare sanitizers. This research indicates that these organizations pursued other goals besides economic one. When society needed help, these organizations responded quickly, using and reorganizing their resources to assist communities in need. Different organizations from different sectors all behaved in a similar manner, making genuine contributions to the pandemic as each was uniquely capable of doing. These organizations also used their unique capabilities to offer their resources to local communities and governments. Originality/value During the COVID-19 pandemic, efforts by corporate entities to facilitate social reform and recovery have been seen around the globe. The findings could help in understanding the responses of organizations engaging in socially responsible behaviors to overcome external crises. This paper also identifies changing organizational values and their possible impact on society and overall industry philanthropy practices in the future.

scholarly journals Corporate Social Responsibility in Media Digital During COVID-19 Pandemic

2021 ◽  
Vol 6 (1) ◽  
pp. 150
Author(s):  
Raden Mas Try Ananto Djoko Wicaksono
Keyword(s):  
Social Media ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Single Case ◽  
Single Case Design ◽  
Media Usage ◽  
Study Approach ◽  
Corporate Social Marketing ◽  
Corporate Social

The research aims to analyze corporate social responsibility (CSR) on social media in PT Tip Top during the COVID-19 Pandemic. Social media usage in corporate social responsibility activities allows the creation of an interactive horizontal dialogue between the company and stakeholders. The research would find out how PT Tip Top Supermarket implements Corporate Social Responsibility on Social Media. The research uses qualitative research methods with a case study approach. The author uses ‘holistic single case’ design. This research uses three sources of evidence, including direct observation, document analysis, and literature review. This research indicates that the CSR program on online media at PT Tip Top leads to the concept of corporate social marketing.

scholarly journals Community perceptions of a CSR programme: A case study of a professional football club

2017 ◽  
Vol 14 (3) ◽  
pp. 197-203 ◽  
Author(s):  
Simeon E.H. Davies ◽  
Talent Moyo
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Professional Sport ◽  
Community Perceptions ◽  
Professional Football ◽  
Football Club ◽  
Professional Soccer ◽  
Football Clubs ◽  
Corporate Social

Professional sport organisations, especially football clubs have been historically characterised by committed and loyal support from local communities an example of such a relationship can be traced to 1888, when the leading Scottish club Celtic FC implemented a unique governance system that included allowing their fans to have a say in the running of the organisation (Carr, Findlay, Hamil, Hill and Morrow, 2000); such an accommodation could be viewed as an early example of a corporate social responsibility initiative at a professional football club. It is therefore not surprising that many present day professional football clubs are increasingly integrating Corporate Social Responsibility (CSR) as part of their overall business and operational strategy in order to facilitate sustainable success in a competitive and often volatile environment. However, little if any research has been conducted in an African context regarding CSR programmes and professional sport organisations. In response to this shortcoming the aim of this research was to conduct a case study of community perceptions of the CSR programme at Ajax Cape Town Football Club who play in the Professional Soccer League (PSL). This study employed a mixed methods design in order to generate both quantitative and qualitative data for a nuanced and relevant data analysis. It should be noted that a number of established high profile European football clubs have recognised the importance CSR, for example Barcelona FC whose exemplary CSR structure has been beneficial to the club, as well as their immediate community (Hamil, Walters and Watson, 2010). Furthermore, it has been previously reported that research can facilitate a better understanding of how and if sport organisations can maximise their organisational performance from their CSR and furthermore also show the social and economic benefits of sport (Moyo and Davies, 2015).

scholarly journals SOCIAL CAPITAL AND MULTI-STAKEHOLDERS COOPERATION AS A FOUNDATION OF CORPORATE SOCIAL RESPONSIBILITY

2020 ◽  
Vol 3 (3) ◽  
pp. 365-381
Author(s):  
Kafa Abdallah Kafaa
Keyword(s):  
Social Capital ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Case Study Approach ◽  
Study Approach ◽  
Sustainability Program ◽  
Two Stages ◽  
Corporate Social ◽  
Depth Interviews

The discussion of related Corporate Social Responsibility (CSR) in the area of scholarship in Indonesia has been done in any progress. Refers to several studies that have been conducted, the results showed there are still many companies that run CSR programs does more than just as a powerful tool for development and improvement of the company image within the community. By taking the case on Program Pendampingan Posyandu Pelawi Menuju Posyandu Mandiri, leading to this study would be a different and more direct discussion on the explanation of the foundation that supports the sustainability of the program. This study uses qualitative methods with referring to a case study approach. Data obtained in this study is based on two stages, namely: in-depth interviews and field observations. The result shows that social capital and multi-stakeholders cooperation have been put to good use as a foundation of the sustainability program including its activities. However, the program is not free from criticism. Social capital used in the program tend to be exaggerated. When the use of excessive social capital persists, it will make Posyandu Pelawi dependency. Even though, as a preliminary, social support from various parties is very necessary for the Program. The goal efforts of achievement Program from stakeholders are still spontaneity and not specifically.

Determinants of Corporate Social Responsibility in Professional Sport: Internal and External Factors

2009 ◽  
Vol 23 (6) ◽  
pp. 717-742 ◽  
Author(s):  
Kathy Babiak ◽  
Richard Wolfe
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Professional Sport ◽  
Media Access ◽  
Socially Responsible ◽  
Internal Resources ◽  
Sport Teams ◽  
Drivers Of Csr ◽  
Corporate Social ◽  
Internal And External Factors

Corporate social responsibility (CSR) has become an area of increasing importance for many companies. Professional sport teams, also, are increasingly engaging in socially responsible activities (Irwin, Lachowetz, Cornwell, & Clark, 2003; Kern, 2000; Robinson, 2005). The research described in this article identifies, and determines the relative importance of, the drivers—both internal and external—of socially responsible activities by professional sport teams. Using a qualitative approach, interviews were conducted with sport executives, and organizational documents were analyzed. The data showed that external drivers of CSR, in particular key constituents, the interconnectedness of the field, and pressures from the league were more important determinants of CSR initiatives than the internal resources available to deliver CSR efforts (i.e., attention, media access, celebrity players, coaches, facilities). Based on these preliminary findings, we propose a framework of CSR adoption in professional sport that predicts the types of CSR initiatives a sport organization is likely to adopt depending on its internal and/or external orientation and present a research agenda based on the framework.

Corporate Social Responsibility Implementation - Lessons from Uganda

10.33117/512 ◽  
2017 ◽  
Vol 13 (1) ◽  
pp. 47-69
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Stakeholder Involvement ◽  
Implementation Process ◽  
Structured Interviews ◽  
Implementation Success ◽  
Success Model ◽  
Strategic Csr ◽  
Corporate Social

Purpose: This paper presents aspects of a Corporate Social Responsibility (CSR) Implementation Success Model to guide CSR engagements. Design/methodology/approach: A qualitative case methodology is used to investigate two CSR companies in Uganda. Semi-structured interviews with managers and stakeholders are conducted. Data triangulation includes reviewing CSR reports and documents, and visiting communities and CSR activities/projects mentioned in the case companies’ reports. Grounded theory guides the data analysis and aggregation. Findings: The findings culminate into a “CSR Implementation Success Model. ” Key aspects of CSR implementation success are identified as: (i) involvement of stakeholders and management (i.e., co-production) at the start and during every stage of CSR implementation; (ii) management of challenges and conflicts arising within/outside of the company itself; and (iii) feedback management or performance assessment—i.e., accountability via CSR communications and reporting. Stakeholder involvement and feedback management (accountability) are pivotal, though all three must be considered equally. Research limitations: The studied companies were large and well-established mature companies, so it is unclear whether newer companies and small and medium-sized enterprises would produce similar findings. Practical implications: Successful CSR implementation starts with a common but strategic understanding of what CSR means to the company. However, CSR implementation should (i) yield benefits that are tangible, and (ii) have a sustainable development impact because these two aspects form implementation benchmarks. Additionally, top management should be involved in CSR implementation, but with clear reasons and means. Originality/value: This paper unearths a CSR Implementation Success Model that amplifies views of “creating shared value” for sustainable development. It guides organizations towards strategic CSR, as opposed to the responsive CSR (returning profits to society) that largely dominates in developing countries. Additionally, it explains how to add value to the resource envelope lubricating the entire CSR implementation process

Corporate Social Responsibility Practices in Indian Petroleum Companies: A Case Study of Selected PSUs

Think India ◽  
2018 ◽  
Vol 21 (3) ◽  
pp. 13-18
Author(s):  
Abhijit Ranjan Das ◽  
Subhadeep Mukherjee
Keyword(s):  
Corporate Social Responsibility ◽  
Public Sector ◽  
Social Responsibility ◽  
Business Environment ◽  
Annual Reports ◽  
Net Worth ◽  
Net Profit ◽  
Petroleum Companies ◽  
Corporate Social

Corporate Social Responsibility (CSR) is not a very new concept, it is an old concept. Earlier, in India it was optional to the company that they may contribute voluntarily towards CSR but after the Companies Act 2013, it was formally introduced in the business environment and was made mandatory for those companies whose net worth and profit cross a threshold limit. They should contribute 2% of the average net profit of just preceding three years profit. This paper primarily focuses on CSR practices of some selected public sector petroleum companies in India. The study has been conducted based on the Annual Reports of seven selected public sector companies. Five years of data on CSR spending from 2009–10 to 2014–15 were examined. Moreover, the pattern of expenses was also examined. Since petroleum companies are giants of the India economy and contribute significantly towards the Gross Domestic Product (GDP) of our country. Thus it is necessary to look into how these companies are contributing towards CSR. An attempt has been made to examine the early impact of Section 135 of the Companies Act.

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