Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/23986
Appears in Collections:Marketing and Retail Journal Articles
Peer Review Status: Refereed
Title: Applying a Communicating Vessels Framework to CSR Value Co-creation: Empirical Evidence from Professional Team Sport Organizations
Authors: Kolyperas, Dimitrios
Anagnostopoulos, Christos
Chadwick, Simon
Sparks, Leigh
Contact Email: dimitrios.kolyperas@stir.ac.uk
Keywords: CSR value
service dominant logic
consumer culture theory
sport
football
charitable foundations
value co-creation
Issue Date: Nov-2016
Citation: Kolyperas D, Anagnostopoulos C, Chadwick S & Sparks L (2016) Applying a Communicating Vessels Framework to CSR Value Co-creation: Empirical Evidence from Professional Team Sport Organizations, Journal of Sport Management, 30 (6), pp. 702-719.
Abstract: Despite the increasing number and significance of charitable foundations in various business sectors, their role in co-creating corporate social responsibility (CSR) value remains unclear. This paper identifies CSR value co-creation in professional team sport organizations (PTSOs) and answers three key research questions: 1) Why have PTSOs developed charitable foundations as their means toward CSR value co-creation? 2) What CSR-related resources do PTSOs and their charitable foundations integrate? and (3) How do they manage, share and transfer such resources in order to co-create CSR value? Drawing theoretical insights from Service Dominant Logic (SDL) and consumer culture theory (CCT) - and using empirical data from 47 semi-structured interviews of UK-based professional football (soccer) clubs - this study develops a communicating vessels (CV) framework to illustrate the role of charitable foundations in the CSR value co-creation process. Through four tentative CSR value co-creation 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 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 co-training of personnel.
DOI Link: http://dx.doi.org/10.1123/jsm.2016-0032
Rights: As accepted for publication in Journal of Sport Management,Volume 30 Issue 6, November 2016, pp.702-719 ¬©Human Kinetics DOI: https://doi.org/10.1123/jsm.2016-0032

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