A Framework for Understanding Cause-Related Sport Marketing Programs

Lachowetz, Tony; Gladden, James M.

doi:10.1108/ijsms-04-04-2003-b004

Cited by 32 publications

(27 citation statements)

References 33 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…''Categorized as sponsorships, cause-related marketing involves profit-motivated giving and enables firms to contribute to nonprofit organizations while also increasing their bottom line by tying those contributions to sales'' (Landreth Grau and Garretson Folse, 2007). Several authors (Irwin et al, 2003;Lachowetz and Gladden, 2002;Lachowetz and Irwin, 2002;Roy and Graeff, 2003) suggest that, in order for cause-related marketing to be sustainable, CSR activities should contribute to the company's bottom line at some level, and that increasingly, sport executives are strategically deploying their CSR activities to do so. Beyond these contributions, we know little from an academic perspective of the function, importance, objectives, and executive perceptions of CSR in professional sport.…”

Section: Professional Sport and Corporate Social Responsibilitymentioning

confidence: 98%

Beyond the Game: Perceptions and Practices of Corporate Social Responsibility in the Professional Sport Industry

2009

View full text Add to dashboard Cite

show abstract

Section: Professional Sport and Corporate Social Responsibilitymentioning

confidence: 98%

Beyond the Game: Perceptions and Practices of Corporate Social Responsibility in the Professional Sport Industry

2009

View full text Add to dashboard Cite

show abstract

Section: Csr: Definitions Motives and Determinantsmentioning

confidence: 99%

“…"Categorized as sponsorships, cause-related marketing involves profit-motivated giving and enables firms to contribute to nonprofit organizations while also increasing their bottom line by tying those contributions to sales" (Landreth Grau & Garretson Folse, 2007). Cause-related marketing has been explored broadly in the business literature (Cornwell & Maignan, 1998;Dean, 2003) in sport (Irwin, Lachowetz, Cornwell, & Clark, 2003;Lachowetz & Gladden, 2002;Lachowetz & Irwin, 2002;Roy & Graeff, 2003).In the past decade, efforts have been made to link CSR and more traditional corporate objectives (Porter & Kramer, 2006). A related area of inquiry in the literature has been to explore whether CSR initiatives have been adopted as a strategic response to external pressures (Hess, Rogovsky, & Dunfee, 2002;Hess & Warren, 2004;Marquis, Glynn, & Davis, 2007).…”

mentioning

confidence: 99%

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

Babiak

Wolfe

2009

Journal of Sport Management

274

227

View full text Add to dashboard Cite

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 (CSR) has received considerable attention in the academic literature as the role that CSR plays in business has grown. The focus of academic research has been on identifying the link between financial and social performance (Margolis & Walsh, 2003). While the evidence of this relationship remains unclear, it does point to a positive association. Rather than continuing to focus on the financial-social performance relationship, Margolis and Walsh (2003) argued that researchers should shift their lenses and focus on the context, processes, and outcomes of CSR. This article follows this call by exploring contextual forces, internal and external to the firm, that lead organizations to become more socially responsible. Using an inductive research approach, we found Oliver's (1991) The purpose of this article is to explore and prioritize the forces that result in professional sport organizations engaging in CSR activities. By doing so, we hope to contribute to our understanding of the diffusion of this phenomenon such that it will be well grounded for future research. In addition, we explore the relationship among the determinants of CSR in sport and how they are related to the type of CSR initiatives that are adopted. The article is organized as follows, we: (1) present a brief overview of relevant aspects of the CSR literature; (2) highlight some socially responsible initiatives undertaken by professional sport organizations; (3) address what is unique about the sport industry, as it relates to CSR; (4) present preliminary research concerning the substantial diffusion of CSR in professional sport; (5) propose a determinants of CSR adoption in professional sport framework; and (6) present a research agenda that builds on the proposed framework. Next, we provide an overview of relevant elements of the CSR...

show abstract

“…Lacking tangible features, brand development via the creation of emotional connections with customers is a critical component of a marketing strategy, particularly for service brands (Underwood, Bond, & Baer, 2001). Lachowetz and Gladden (2002) propose a theoretical framework containing the following four antecedents fundamental to the creation, enhancement, or reinforcement of brand associations through cause-related sport marketing initiatives: (1) resonance of cause with organization's target market and belief system; (2) organizational commitment to the CRSM program; (3) tangible exchange between the cause and the organization; and (4) promotion of the CRSM program. Unique to the sport setting, some of the emotional involvement/identifi cation with the sport organization or event could actually be transferred to the non-profi t campaign benefi ciary.…”

Section: Methodsmentioning

confidence: 99%

Cause-related sport marketing: Can this marketing strategy affect company decision-makers?

Irwin

Lachowetz

Clark

2010

Journal of Management & Organization

Self Cite

View full text Add to dashboard Cite

A B S T R A C TIn an effort to sustain social responsibility initiatives, cause related marketing (CRM) has become more prevalent in the corporate marketing toolbox, due to the benefi ts realized by the sponsoring company, such as switching behavior by a desired consumer segment. The utilization of cause related sport marketing (CRSM) has also increased, as corporate entities position fi rms with high profi le sport entities to obtain certain objectives. Little research has examined the impact of such programs on key business stakeholders, which this survey study attempts to address. Analysis of Variance results indicate respondents possessed positive opinions about the corporation's CRSM efforts, with significant differences existing between respondents with direct decision-making authority and those with limited or no decision-making authority on key items. Additionally, respondents expressed a more positive opinion toward continuing their business relationship with the corporation, or, for those respondents who were prospective clients, beginning a business relationship with the corporation.

show abstract

A Framework for Understanding Cause-Related Sport Marketing Programs

Cited by 32 publications

References 33 publications

Beyond the Game: Perceptions and Practices of Corporate Social Responsibility in the Professional Sport Industry

Beyond the Game: Perceptions and Practices of Corporate Social Responsibility in the Professional Sport Industry

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

Cause-related sport marketing: Can this marketing strategy affect company decision-makers?

Contact Info

Product

Resources

About