CSR in Professional Football in Times of Crisis: New Ways in a Challenging New Normal

Severin J. S. Oeckl*, Stephen Morrow

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

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Abstract

While corporate social responsibility (CSR) activities are well-established among football clubs, COVID-19 challenged clubs’ capacity and commitment to continue delivering in times of crisis. Focusing on Scottish Professional Football League (SPFL) Premiership clubs and their charitable foundations, we examined challenges presented by restrictions and limited resources and how these impacted the decision making of CSR managers, as well as their prioritisation of projects undertaken. Qualitative research methods were applied in a two-step process. A content analysis drawing on publicly available resources provided a holistic overview of the CSR landscape in Scottish football. Subsequent semi-structured interviews with CSR managers of four clubs’ foundations offered detailed insights into crisis response. We found that resource limitations resulted primarily in operational rather than financial difficulties. To remain functional and consistent with their motives, foundations initiated new ways to address target groups’ social needs. Specifically, delivery shifted towards direct help and short-term support. While foundations continued to benefit from being associated with the parent football club, autonomy from the club was a critical success factor intensifying stakeholder relationships and community links. COVID-19-related disruptive factors resulted in more rapid decision making and greater empowerment of operational staff. Lessons learned have potential implications for CSR management post-pandemic.
Original languageEnglish
Article number86
JournalInternational Journal of Financial Studies
Volume10
Issue number4
Early online date22 Sep 2022
DOIs
Publication statusPublished - Dec 2022

Keywords

  • corporate social responsibility
  • Football
  • Covid-19
  • Resource dependency theory

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