Applying a Communicating Vessels Framework to CSR Value Co-creation: Empirical Evidence from Professional Team Sport Organizations

Kolyperas, Dimitrios, Anagnostopoulos, Christos orcid iconORCID: 0000-0001-7470-5191, Chadwick, Simon and Sparks, Leigh (2016) Applying a Communicating Vessels Framework to CSR Value Co-creation: Empirical Evidence from Professional Team Sport Organizations. Journal of Sport Management, 30 (6). pp. 702-719. ISSN 0888-4773

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Official URL: http://dx.doi.org/10.1123/jsm.2016-0032

Abstract

Despite the increasing number and significance of charitable foundations in various business sectors, their role in co-creating corporate social responsibility (CSR) value remains unclear. This paper identifies CSR value co-creation in professional team sport organizations (PTSOs) and answers three key research questions: 1) Why have PTSOs developed charitable foundations as their means toward CSR value co-creation? 2) What CSR-related resources do PTSOs and their charitable foundations integrate? and (3) How do they manage, share and transfer such resources in order to co-create CSR value? Drawing theoretical insights from Service Dominant Logic (SDL) and consumer culture theory (CCT) – and using empirical data from 47 semi-structured interviews of UK-based professional football (soccer) clubs – this study develops a communicating vessels (CV) framework to illustrate the role of charitable foundations in the CSR value co-creation process. Through four tentative CSR value co-creation levels of relationship (bolt-on, cooperative, controlled, and strategic) the study suggests several internal strategies that can enhance the level of collaboration between founders and foundations. These include information-sharing through CRM systems and social media platforms; staff-sharing or flexible movement across the organizations; quality assurance agreements; flexible team cooperation; partnership protocols with social, media, cultural, and commercial stakeholders; and co-training of personnel.


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