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Corporate social responsibility in sport
No full textIn the last two decades or so, many sport teams, leagues, organizations and athletes have embraced the principles and practices of corporate social responsibility (CSR). There are numerous instances of diverse community and social initiatives, at local, national and global levels, associated with a range of different sports in different countries. The following examples illustrate that diversity:In South Africa, FirstGolf is working with the Government of the Western Cape to create a multi-stakeholder corporate social initiative, providing facilities which will broaden the base of golf to include previously disadvantaged communities.Football for Hope is a strategic alliance between world football governing body, FIFA, and streetfootballworld, which promotes sustainable social and human development programmes focused on football in areas like health promotion, peace building, children’s rights and education, anti-discrimination and social integration and the environment.At English FA Premier League Club, Arsenal, the Arsenal Double Club is a programme run in school curriculum time through which ‘Arsenal teachers’ are employed in schools, working on literacy, numeracy, science and language programmes.In the United States, the Golden State Warriors NBA team has promoted a number of diversity initiatives in its communities, including LGBT evenings.In England, the Bright Sparks social inclusion programme run by Bristol Rugby Club combines rugby union skills, drills and games, with team building and leadership workshops, with the aim of re-engaging designated young people from schools in high-risk areas back into the educational process.The purpose of this chapter is to provide an insight into CSR in sport. The chapter begins by considering the social responsibility of organizations in general, before going on to consider whether sport organizations have a particular social responsibility and/or particular opportunity to engage in socially responsible activities. This is followed by an overview of research that has focused on CSR in sport and in sport organizations, concluding with a more detailed description of a recently completed research project in the area
For ‘love’ and money: a sports club’s innovative response to multiple logics
No full textThis article builds on prior theory and research on institutional logics and shows how a multisports club changes
during its organizational life from an all amateur or voluntary logic to embody multiple logics simultaneously
with different subunits being aligned with different organizational fields. The emergence of the professional
logic for elite soccer in the presence of a volunteer logic caused a change in the structure of the club whereby
all the units in the club became economically and legally autonomous. Soccer was divisionalized into soccer
for everybody and soccer for the elite. The creation of a shareholding company and the use of an investment
company which introduced the commercial logic were the next steps. This paper extends the literature by suggesting
that different and opposing institutional logics such as the amateur, the professional, and commercial
logics can coexist within a multisports club or, to put it another way, that the multisports club may belong to
several organizational fields
Athletics IS Education: A Response to Kane, Leo, and Holleran’s (2008) Case Study of University of Minnesota Student-Athletes
Get PDFAntecedents and consequences of athlete's trust in the coach
No full textAbstractPurposeTo assess the effects of trust in the coach on commitment to coach, willingness to cooperate, and perceived performance.MethodsTwo hundred and fifteen members of competitive sports clubs responded to scales measuring coach characteristics of justice, benevolence, integrity, and competence; athlete's trust in the coach; commitment to coach; willingness to cooperate; and perceived performance.ResultsConfirmatory factor analysis of data supported the measurement model. Perceptions of a coach's justice (β = 0.19, p < 0.05), benevolence (β = 0.32, p < 0.05), integrity (β = 0.14, p < 0.05), and competence (β = 0.29, p < 0.05) each had a significant effect on athletes' trust, and they cumulatively accounted for 61% of the variance in trust. The structural equation modeling showed that trust had direct effects on commitment to coach (β = 0.77, p < 0.01), willingness to cooperate (β = 0.79, p < 0.01), and perceived performance (β = 0.51, p < 0.01). The hypothesized mediating effects of commitment to coach and willingness to cooperate were not supported. The model explained 26% of the variance in perceived performance.ConclusionAs trust in coach influences commitment to coach, willingness to cooperate, and perceived performance, coaches need to take effort to bolster their athletes' trust by being just and benevolent, and enhancing their integrity and competence
Nacionalinių sportas valdymo organų funkcijos: tinklinio bendradarbiavimo perspektyva
No full textNational sport governing bodies (NSGBs) are distinct from other nonprofits in the way that they are mechanisms instituted to govern other sport organizations that deliver the services in their respective sports. This formal status places a NSGB at the summit or apex of a network of organizations dealing with the same sport. This conceptual paper describes the nature of the apex of a network of sport organizations and describes the unique functions associated with that role.Nacionaliniai sporto valdymo organai (NSGBs), t.y. nacionalinės sporto šakų federacijos skiriasi nuo kitų ne pelno organizacijų, nes jos yra mechanizmai sukurti valdyti kitas sporto organizacijas teikiančias paslaugas atitinkamose sporto šakose. Šis formalus statusas suteikia NSGB tinklinio bendradarbiavimo su konkrečios sporto šakos organizacijomis vaidmenį. Šis konceptualus straipsnis apibrėžia sporto organizacijų tinklo viršūnės prigimtį ir apibūdina unikalias funkcijas, susijusias su šiuo vaidmeniu
For ‘love’ and money: a sports club’s innovative response to multiple logics
Get PDF© 2011 Human Kinetics, Inc.This article builds on prior theory and research on institutional logics and shows how a multisports club changes
during its organizational life from an all amateur or voluntary logic to embody multiple logics simultaneously
with different subunits being aligned with different organizational fields. The emergence of the professional
logic for elite soccer in the presence of a volunteer logic caused a change in the structure of the club whereby
all the units in the club became economically and legally autonomous. Soccer was divisionalized into soccer
for everybody and soccer for the elite. The creation of a shareholding company and the use of an investment
company which introduced the commercial logic were the next steps. This paper extends the literature by suggesting
that different and opposing institutional logics such as the amateur, the professional, and commercial
logics can coexist within a multisports club or, to put it another way, that the multisports club may belong to
several organizational fields
Functions of National Sport Governing Bodies: A Network Perspective
No full textNational sport governing bodies (NSGBs) are distinct from other nonprofits in the way that they are mechanisms instituted to govern other sport organizations that deliver the services in their respective sports. This formal status places a NSGB at the summit or apex of a network of organizations dealing with the same sport. This conceptual paper describes the nature of the apex of a network of sport organizations and describes the unique functions associated with that role
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