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The professional sports events industry is becoming immensely popular due to a global social shift toward larger numbers of spectators at sports events and an ever-increasing variety of such events. This study aimed to investigate the impact of spectators’ perception of corporate social responsibility on regional attachment by applying social identity theory. The present study introduces two mediators, namely, spectators’ pride and team identification, to enlighten the relationship between spectators’ perception of corporate social responsibility and regional attachment, thus contributing to the literature on corporate social responsibility in sports. This quantitative study used a time-lagged approach to collect data in three waves at a time interval of one week and the final sample consisted of 511 respondents (i.e., spectators). Hierarchical regression analysis bootstrapping approach was utilized to analyze the hypothesis. We found that the spectators’ perceptions of corporate social responsibility positively influenced their team identification, and this relationship was mediated by spectators’ pride. In addition, spectators’ pride positively influences regional attachment, and this relationship is mediated by team identification. These findings provide new directions for understanding corporate social responsibility, team identification, spectators’ pride, and regional attachment in sports contexts. The practical and theoretical implications are discussed.

The sustainable organizational innovation is of paramount importance for enhancing productivity in firms and provides organizations with the strategic direction needed to allow them to perform at an international level. The leadership styles play a key role in their firms’ potential to consistently innovate. Using data from a time-lagged design with three waves, CEOs of Chinese small and medium-sized enterprises (SMEs) participated in the study. The findings reveal that psychological empowerment mediated the relationship between transformational leadership and sustainable organizational innovation. Organizational learning was found to indirectly effect the relationship between transformational leadership and sustainable organizational innovation. It also demonstrated that psychological empowerment had a positive impact on organizational learning. The findings indicate the strategic significance of transformational leadership and its influence on sustainable organizational innovation for SMEs. Theoretical contributions and practical implications were also discussed.