Institutional Pluralism and Governance in “Commercialized” Sport Clubs

Gammelsæter, Hallgeir

doi:10.1080/16184742.2010.524241

Cited by 87 publications

(81 citation statements)

References 69 publications

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“…While it illustrates a degree of association (structural, formal, or informal) between two communicating ecosystems, it highlights the separation between the parent organization and the foundation. Since PTSOs reside in multiple socioeconomic contextspecific spheres, operate across competing institutional logics, and have developed unique idiosyncrasies (Gammelsaeter, 2010;2011;Kolyperas et al, 2015), the CV framework encompasses CCT and allows for a CSR analysis at an "intra-level" to understand how CSR unfolds across one actor, before focusing on the value it creates for multiple ecosystems.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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

Kolyperas

Anagnostopoulos

Chadwick

et al. 2016

Journal of Sport Management

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Despite the increasing number and significance of charitable foundations in various business sectors, their role in cocreating corporate social responsibility (CSR) value remains unclear. This paper identifies CSR value cocreation in professional team sport organizations (PTSOs) and answers three key research questions: (a) Why have PTSOs developed charitable foundations as their means toward CSR value cocreation? (b) What CSR-related resources do PTSOs and their charitable foundations integrate? and (c) How do they manage, share, and transfer such resources to cocreate CSR value? Drawing theoretical insights from service dominant logic and consumer culture theory—and using empirical data from 47 semistructured interviews of UK-based professional football (soccer) clubs—this study develops a communicating vessels framework to illustrate the role of charitable foundations in the CSR value cocreation process. Through four tentative CSR value cocreation 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 customer relationship management (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 cotraining of personnel.

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Section: Theoretical Backgroundmentioning

confidence: 99%

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

Kolyperas

Anagnostopoulos

Chadwick

et al. 2016

Journal of Sport Management

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“…Modern football clubs have undoubtedly become places where divergent institutional logics and conflicting social, commercial and political interests can interact (Gammelsaeter, 2010;Jones et al, 2007;Maon et al, 2010). Given that they are currently undergoing modernization in terms of CSR practice and communication (Kolyperas and Sparks, 2011;Anagnostopoulos and Shilbury, 2013) as reflected in the broad range and depth of their social initiatives and in the proliferation of governance frameworks to measure the impact and value of such initiatives (Breitbarth and Harris, 2008;Breitbarth et al, 2011), research that accounts for the dynamic development of the concept whilst focusing on its external and internal drivers and phases is still missing.…”

Section: I In Nt Tr Ro Od Du Uc Ct Ti Io On Nmentioning

confidence: 99%

Developing CSR in professional football clubs: drivers and phases

Kolyperas

Morrow

Sparks

2015

Corporate Governance

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Building upon calls for research on how rather than whether things are done when CSR is implemented in an organization (e.g. Smith, 2003) However, this type of CSR research remains under-developed in sporting contexts, a sector that benefits from 'coopetition' or cooperative competition. As professional sport is in direct and indirect competition (amongst teams and leagues, between sports and other entertainment forms, for sponsors, fans and air time) and co-

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“…Following institutional theory, this combination of organizational and cognitive coherence should push the YOG into being a part in the Olympic, elite sport field (Meyer and Rowan, 1977;Powell, 1983, 1991). Nevertheless, the latter mother's emphasis on the 'youth' part of the YOG exemplifies the ambiguity of the YOG phenomenon, one whose nature is still being negotiated, and the recognition of the youth institutional logic (Gammelsaeter, 2010;Thornton and Ocasio, 2008).…”

Section: Standardization and Isomorphismmentioning

confidence: 99%

“…We did not find evidence of coercive pressures associated with the media, likely due to the media's lack of interest in the YOG. Thus, there were mimetic and normative processes, imitating the Olympic Games, and thereby demonstrating the IOC and YOG promoting the elite sport institutional logic (Gammelsaeter, 2010;Thornton and Ocasio, 2008). However, the fact that very few media attended, or were interested in the event, demonstrates a challenge on the media's part pertaining to the dominant elite sport institutional logic, in favor of the 'less interesting' youth institutional logic.…”

Section: The Mediamentioning

confidence: 99%

The sustainability of the Youth Olympic Games: Stakeholder networks and institutional perspectives

Parent

Kristiansen

Skille

et al. 2013

International Review for the Sociology of Sport

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This file was dowloaded from the institutional repository Brage NIH -brage.bibsys.no/nih Parent, M., Kristiansen, E., Skille, E. Å., Hanstad, D. V. (2013 This paper explored the Youth Olympic Games' (YOG) potential sustainability (survival and success) through an analysis of how actors exert various forms of pressure on the YOG. Given the impact of the Olympic Games and of the youth on society, it becomes important to study the newest member of the Olympic Family. Combining stakeholder, network and institutional literatures, a case study of the first Winter YOG in Innsbruck (Austria) was built by means of observations and interviews. The stakeholder network analysis revealed three central stakeholders for the YOG's sustainability: the International Olympic Committee (IOC), the media (press and broadcast), and the athletes' parents. The institutional context was challenged by stakeholders' changing levels of relative saliency, and notably by the parents' emerging saliency. Practically speaking, YOG managers need to be diplomats in balancing pressures originating from the international (IOC) and local (parents) institutional contexts.

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Institutional Pluralism and Governance in “Commercialized” Sport Clubs

Cited by 87 publications

References 69 publications

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

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

Developing CSR in professional football clubs: drivers and phases

The sustainability of the Youth Olympic Games: Stakeholder networks and institutional perspectives

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