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Appears in Collections:Marketing and Retail Journal Articles
Peer Review Status: Refereed
Title: Developing CSR in professional football clubs: drivers and phases
Author(s): Kolyperas, Dimitrios
Morrow, Stephen
Sparks, Leigh
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Keywords: CSR
Issue Date: 2015
Citation: Kolyperas D, Morrow S & Sparks L (2015) Developing CSR in professional football clubs: drivers and phases, Corporate Governance: The International Journal of Business in Society, 15 (2), pp. 177-195.
Abstract: Purpose: Given that professional football organizations have become particularly strong socio-political business institutions, often home to numerous social and business relationships, the purpose of this paper is to advance our understanding of how CSR develops within professional football clubs, along with its organizational implications, phases, drivers and barriers for corporate governance. Additionally it aims to to consider CSR development generally drawing specifically on examples from Scottish professional football whilst answering two key research questions: (1) what kind of drivers do clubs identify as reasons to develop CSR?, and (2) can developmental phases be identified during this process? Design/methodology/approach: The paper builds on a qualitative case study methodology that draws on primary and secondary data collected across 12 Scottish Premier League (SPL) football clubs. Three stages of data collection were set out including interviews, web content analysis and annual/CSR reports analysis. Findings: This research highlights internal and external drivers of change in Scottish football clubs along with institutional barriers and organizational (developmental) phases of CSR and corporate governance. Research limitations/implications: This research is limited on the CSR development across 12 SPL clubs Originality/value: The paper is the first to consider CSR in professional football clubs from a developmental point of view. Six phases of CSR development are identified and defined - volunteering, regulation, socialization, corporatization, separation, and integration - and implications for football and general corporate governance are presented.
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Rights: This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited. Published in Corporate Governance, Vol. 15 Iss: 2, pp.177 - 195, 2015.

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