The rise and institutionalization of corporate social responsibility (CSR) in sport is captured in a growing body of work in sport management. This literature suggests professional teams should be strategic in their approaches—matching internal resources with external needs—but we lack an understanding of the processes and mechanisms in the evolution to more strategic CSR, as well as specific practices that characterize these approaches. Further, by focusing on broad trends in how and why teams are adopting CSR, we miss the opportunity to learn from teams with innovative and authentic CSR approaches. To address these gaps, this article uses a qualitative case-study approach to examine how one professional team in the U.S.—the Detroit Lions—evolved their CSR to a more strategic and authentic partnership-focused model. Our findings point to key process steps and mechanisms in the decision making around, and implementation of, this approach, including the role of organizational structure, leadership, and community partnerships. We draw out themes around these central partnerships and highlight best practices. In offering a more nuanced understanding of professional sport CSR process and practice, we contribute to the literature on CSR in sport, sport-community partnerships, and sport and city revitalization.
Kathryn L. Heinze, Sara Soderstrom and Jennifer Zdroik
Mathew Dowling and Marvin Washington
This investigation examined how a network of knowledge-based professionals—the Canadian Sport for Life Leadership Team (CS4LLT)—as a newly emerging organizational form was able to influence the Canadian sport policy and governance process in an attempt to reshape Canadian sport. The analysis draws upon the epistemic community approach (Haas, 1992; Haas & Adler, 1992) and empirical data collected as part of an in-depth case study examination into the leadership team and senior Sport Canada officials. The findings support the notion that the CS4LLT, as a network of knowledge-based professionals with legitimated and authoritative and policy-relevant expertise (epistemic community), was able to influence the Canadian sport policy process through (i) influencing key governmental actors by (re)framing policy-relevant issues and (ii) establishing knowledge/truth claims surrounding athlete development, which, in turn, enabled direct and indirect involvement in and influence over the sport policy renewal process. More broadly, the study draws attention to the potential role and importance of knowledge-based professional networks as a fluid, dynamic, and responsive approach to organizing and managing sport that can reframe policy debates, insert ideas, and enable policy learning.
Evan Frederick and Ann Pegoraro
-media platforms such as Facebook can be used by athletes and organizations to control their image repair, introduce competing narratives, and redirect audiences. With that in mind, the purpose of this case study was to determine what image-repair strategies the University of Louisville employed immediately after
Sada Reed and Guy Harrison
journalists determine who becomes a news source and, as a result, determine whose agenda shapes content creation ( Brooks, Kennedy, Moen, & Ranly, 2002 ; Reich, 2010 ). The current case study is appropriate because journalism scholarship historically pins anonymous or unnamed sourcing as being less credible
Jimmy Sanderson, Sarah Stokowski and Elizabeth Taylor
compelling opportunity to examine student-athletes’ social media integration into athletic department marketing and branding efforts. Accordingly, this case study investigated Temple football’s campaign through interviews with athletic department personnel and football student-athletes, analysis of football
Brody J. Ruihley, Jason Simmons, Andrew C. Billings and Rich Calabrese
, as well as the organizational communication from fantasy hosts, this research was able to gather insight into public and organizational reaction in a time of crisis. With that, the purpose of this case study was to explore organizational communication strategy and stakeholder response surrounding the
journalists and other media personnel, to put in place a more complex media strategic plan. In this case study, the objective was to examine soccer clubs’ transformation into media organizations. Across Europe, soccer clubs are hiring more media personnel, launching their own media channels, and becoming
Alicia Cintron, Jeffrey F. Levine and Marion E. Hambrick
At the upcoming National Hockey League (NHL) owners’ meeting in Boca Raton, Florida, team owners are meeting to discuss franchise expansion. League executives believe adding two new franchises would increase viewership and popularity, generate higher revenues, and balance the Eastern and Western Conferences. However, it is unclear whether viable markets for two new franchises exist. Despite this concern, five ownership groups representing five distinct North American cities—Seattle, Washington; Las Vegas, Nevada; Kansas City, Missouri; Indianapolis, Indiana; and Québec City, Québec, Canada—have emerged as viable candidates for an expansion franchise. Given the five ownership groups, the NHL now needs to decide which cities to choose as the new homes for its two expansion teams, based on each city’s viability to host a professional team. Each ownership group will present a case on why its city should be the future home of a new NHL expansion team.
Kyle A. Rich and Audrey R. Giles
This article examines the piloting of a cultural safety training module in the Canadian Red Cross’s (CRC’s) Water Safety Instructor Development Program. Thematic analysis of interviews with program participants and facilitators revealed two main themes: Inclusion is important and valued by instructors, and accommodation for cultural and ethnic diversity is difficult to achieve in aquatics settings. Doherty and Chelladurai’s (1999) framework was used to understand the strengths and weaknesses of the pilot module. In conclusion, the authors propose that cultural safety training for the instructors alone will not lead to the provision of culturally safe sport; rather, there needs to be a change in the overall organizational culture in which the CRC’s programs are offered if they are to succeed. These findings make three contributions to the literature. First, the authors bridge the existing bodies of literature on critical Whiteness theory and sport management literature that addresses the management of diversity. Second, the authors explore the novel application of cultural safety training for instructors of a sport program. Finally, the authors offer recommendations to enable the development of an organizational culture that is facilitative and supportive with respect to inclusion (i.e., is welcoming) and accommodation (i.e., is flexible and adaptable) of cultural and ethnic diversity in aquatics programming.
Eunyoung Kim and Wilson Lowrey
Ravens and Rice settled a grievance for wrongful termination ( Florio, 2015 ). This case has been covered by both local Baltimore news media and national news since February 2014. This case study’s central questions are whether or not, how, and why local news media, compared with national media, tend