Player transgressions and the management of the sport sponsor relationship

Wilson, Bradley; Stavros, Constantino; Westberg, Kate

doi:10.1016/j.pubrev.2008.03.012

Cited by 48 publications

(39 citation statements)

References 29 publications

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“…The promptness and efficiency of those actions can have significant effects on the clubs' both short-term operation and long-term reputation, as already studied by Sellnow (1993) and Wilson et al (2008). The re-active course of action, as explained unanimously by the interviewees, does not follow a norm or pattern, but is designed depending on the nature and the size of the crisis, as well as the individuals that are involved.…”

Section: Reactive Crisis Communicationmentioning

confidence: 93%

“…From individual players' and managers' personal and family scandals, to clubs' financial problems and organizational structure issues, the industry has experienced unexpected events with high frequency, that have attracted considerable attention (Andreff, 2007;Barajas & Rodríguez, 2010;Clavio, Eagleman, Miloch, & Pedersen, 2007;Dietl & Franck, 2007). It has been pointed out with numerous examples (Smith & Elliott, 2007;Trosby, 2010;Wilson et al, 2008) that the crises taking place both in the wider sport industry and particularly in the football industry are of such frequency and variety that they require the constant attention of the organizations/clubs. The number, power and legitimacy of football's interest groups (stakeholders) puts the industry under constant scrutiny and thus any conflicting interest between any of the parties involved can be a potential crisis (Manoli, 2014).…”

Section: Crisis Communication In Sport/footballmentioning

confidence: 99%

“…The few studies available tend to focus on the analysis of the crisis itself (from a PR point of view) but not on the communications function (Elliott & Smith, 2006;Frick & Prinz, 2006;Gordon & Helal, 2001;Lago, Simmons & Szymanski, 2006), with only a few exceptions. These limited studies link crisis communications with PR and image management, focusing on either the sport organisations' (Bilbil & Sutcu, 2008;Bruce & Tini, 2008) or the individual athletes' (Bernstein, 2012;Brown, Dickhaus, & Long, 2012;Kristiansen & Hanstad, 2012;Trosby, 2010;Wilson et al, 2008) image restoration practices. This lack of academic resources could be due to the fact that gaining access to such valuable and sensitive information as crisis communication can be exceptionally difficult.…”

Section: Crisis Communication In Sport/footballmentioning

confidence: 99%

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Crisis-Communications Management in Football Clubs

Manoli

2016

International Journal of Sport Communication

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An escalating number of crises appear in the sport industry in general and the football industry in particular that make the area of crisis communication an increasingly important matter in both the everyday running and the long-term viability of football. However, the sensitivity of the topic makes an extensive analysis on crisis communications current practice a particularly challenging task. This study examines how crisis communications is managed, by investigating the current practices and techniques employed in English Premier League clubs, as they were presented by communications professionals employed in the clubs. The analysis of the clubs' practices underlines the lack of pro-activity and presents the most popular strategies of crisis communications management; the "wait for the dust to settle" and the "react promptly before the noise grows". In addition, an under-documented technique is examined: the use of the informal personal relationships between the employees of the clubs and the members of the media. This study also introduces the Crisis Communications Management in Football model, which illustrates the practices identified through this study and can potentially act as a guide for crisis communications analysis in a number of other industries.

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Section: Reactive Crisis Communicationmentioning

confidence: 93%

Section: Crisis Communication In Sport/footballmentioning

confidence: 99%

Section: Crisis Communication In Sport/footballmentioning

confidence: 99%

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Crisis-Communications Management in Football Clubs

Manoli

2016

International Journal of Sport Communication

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“…It has also been argued that sports administrators sometimes turn a blind eye to such conduct by their players, even to the extent of 'excusing' serious criminal offences (Benedict, 1997). Investigations of the criminal histories of players in the USA (Benedict, 1997(Benedict, , 2004 and Australia (Wilson, Stavros, & Westberg, 2008) reveal that in many sporting teams the proportion of players with criminal convictions is far greater than that observed in the general population. For offences, such as doping, which is not a criminal act in countries such as Australia, the anticipated performance benefits accentuate the apparent ambivalence towards misconduct.…”

Section: Introductionmentioning

confidence: 99%

The final frontier of anti-doping: A study of athletes who have committed doping violations

Engelberg

Moston

Skinner

2015

Sport Management Review

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Although the use of banned drugs in sport is not a new phenomenon, little is known about the experiences and perceptions of athletes who have committed anti-doping rule violations. This study qualitatively explored the experiences of 18 athletes (from the sports of bodybuilding, powerlifting, cricket, sprint kayak, rugby league, and swimming) who had committed antidoping violations. Themes explored included motivations for initiating and maintaining doping, the psychology of doping, deterrents to doping, and views on current anti-doping policy. In most cases doping had started early in their careers. The perceived culture of the sport was considered central to the ' normalization' of doping, particularly in bodybuilding.When explaining their decision to dope, athletes engaged in processes or moral disengagement (including advantageous comparison, minimizing consequences and diffusion of responsibility). Ironically, moral arguments were perceived as the most effective deterrents to doping. Findings are discussed in relation to the difficulties in establishing credible deterrents and suggestions for the future development of anti-doping policy.Final frontier: 2

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“…Negative critical incidents have the ability to cause stakeholders to review long-term relationships and can cause destabilization ( van Doorn & Verhoef, 2008). Negative player behavior could also be considered a form of crisis for the sport organization and possibly their sponsors (Wilson, Stavros, & Westberg, 2008). A crisis is defined as something that could disrupt organizational operations and also damage reputation (Coombs, 2002).…”

Section: Branding and The Sponsorship B2b Relationshipmentioning

confidence: 99%