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Patrick McAvoy and Taesoo Ahn

Lowell Spinners have a lot of different relationships with the community. As you know, corporate social responsibility is a very important role for sport organizations. How have you tried to make those relationships, and what is your vision behind it? Shawn Smith : I look at our ballpark like a community

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management researchers interested in a variety of issues related to behavior change. For example, there are opportunities for researchers to examine the role of SII in consumer responses to corporate social responsibility or in encouraging sport and physical activity participation. Sciandra, M.R., Lamberton

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Kathy Babiak, Lucie Thibault and Annick Willem

work of Hamil and Morrow ( 2011 ), who used this perspective to better understand the context and motivation for corporate social responsibility in the Scottish Premier League. This framing highlighted the pressures and motives for Scottish football teams to engage in corporate social responsibility

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Mathieu Winand, Matthew Belot, Sebastian Merten and Dimitrios Kolyperas

transparency, accountability, responsibility, equity, efficiency, and effectiveness while also focusing on corporate social responsibility (CSR) activities and social capital could enable sport-governing bodies to reinforce their reputation and build trust within their community. During the period of data

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Robert Turick, Anthony Weems, Nicholas Swim, Trevor Bopp and John N. Singer

of information with their immediate stakeholders, they can also leverage this push as a more legitimate form of corporate social responsibility (see Weems, Garner, Oshiro, & Singer, 2017 ). Athletic departments may even adopt this as a strategic initiative, as sport management research has shown

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Katherine Raw, Emma Sherry and Katie Rowe

programming is that of professional sport teams ( Welty Peachey, Cohen, Shin, & Fusaro, 2018 ). Such work straddles corporate social responsibility (CSR) and SFD agendas, demonstrating opportunities for professional sport teams to potentially derive commercial benefit while also contributing to community

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Brian P. McCullough, Madeleine Orr and Timothy Kellison

. They have done so through the lenses of sport sustainability ( Chard & Mallen, 2012 ; Kellison & Hong, 2015 ; Mallen, Adams, Stevens, & Thompson, 2010 ), corporate social responsibility ( Casper, Pfahl, & McSherry, 2012 ; Inoue & Kent, 2012a , 2012b ; Trendafilova et al., 2014 ), and sport

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Mathew Dowling, Becca Leopkey and Lee Smith

weak connection (25th percentile) between governance types, areas, contexts, and issues. CSR = corporate social responsibility. Types of Governance As stated previously, the present study adopted Henry and Lee’s ( 2004 ) three general approaches or types of governance: organizational (or corporate

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Nicholas M. Watanabe, Grace Yan, Brian P. Soebbing and Wantong Fu

 al., 2016 ; Wicker, 2018b ). Meanwhile, there was a wealth of research approaching sport and the environment from the perspective of corporate social responsibility ( Mallen, 2017 ). These studies were commonly situated in the premise that additional sustainable practices would strengthen the institutional

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Gashaw Abeza, David Finch, Norm O’Reilly, Eric MacIntosh and John Nadeau

Consumer-focused empirical study. Survey data were drawn from season ticket holders of a professional sports club ○ Trust ○ Commitment ○ Corporate social responsibility ○ Customer loyalty The results show the direct impact of CSR activities on RQ. RQ, in turn, drives customer loyalty and mediates the