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Dimitrios Kolyperas, Christos Anagnostopoulos, Simon Chadwick and Leigh Sparks

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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Rory Mulcahy and Edwina Luck

-being. In leveraging three service frameworks (consumptions value theory, value cocreation and codestruction, and resource integration), we define resources in sport and sport services as tangible (e.g., materials or other assets) and intangible (e.g., behaviors and knowledge) assets that can be drawn on

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CSR Value Co-creation: Empirical Evidence From Professional Team Sport Organizations Dimitrios Kolyperas * Christos Anagnostopoulos * Simon Chadwick * Leigh Sparks * 11 2016 30 6 702 719 10.1123/jsm.2016-0032 jsm Journal of Sport Management 0888-4773 1543-270X 2016 30 6 10.1123/jsm.2016

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Value Cocreation and Codestruction in Elite and Olympic Rowers Rory Mulcahy * Edwina Luck * 04 06 2020 1 07 2020 34 4 354 366 10.1123/jsm.2019-0381 jsm.2019-0381 Building Inclusive Communities in Youth Sport for Lesbian-Parented Families Dawn E. Trussell * 05 06 2020 1 07 2020 34 4 367 377 10

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Bastian Popp, Chris Horbel and Claas Christian Germelmann

, & Pedersen, 2014 ). Consequently, social media have been identified as important customer-to-customer value-cocreation platforms for engaging with sport teams and brands and sharing brand-related contents ( Uhrich, 2014 ). However, social media also provide an ideal platform for those wishing to disseminate

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Gashaw Abeza, Norm O’Reilly and Jessica R. Braunstein-Minkove

/stakeholders relationship management. Uhrich ( 2014 ) Studied customer-to-customer value cocreation by identifying where (platforms) and how (practices) club sports customers create value with one another. Consumer-focused empirical study. Used a multi-method qualitative research including interviews, naturalistic

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

complementary expertise and knowledge. Unsuccessful relationship results from poor communication, incompatible management styles, lack of commitment, staff turnover, and lack of satisfaction Uhrich ( 2014 ) Studied customer-to-customer value cocreation by identifying where (platforms) and how (practices) club

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Matthew Katz, Thomas A. Baker III and Hui Du

active cocreators, not passive consumers, of the sport product. Uhrich ( 2014 ) provided a framework for customer cocreation of value with other customers, suggesting a number of typologies based on cocreation spheres and value cocreation platforms, concluding with a list of specific practices through

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Daniel Maderer, Petros Parganas and Christos Anagnostopoulos

associations in the minds of consumers ( Berry, 2000 ), it has also significant managerial implications. Sport managers must be aware of their limited control over their organizations’ value creation. Consequently, they must come up with appropriate strategies for value cocreation and collaborative brand

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Samuel López-Carril and Christos Anagnostopoulos

’ behavioral intentions . International Journal of Sport Communication, 10 ( 4 ), 508 – 530 . doi:10.1123/ijsc.2017-0081 10.1123/ijsc.2017-0081 Kolyperas , D. , Anagnostopoulos , C. , Chadwick , S. , & Sparks , L . ( 2016 ). Applying a communicating vessels framework to CSR value cocreation