This introduction to the special issue of the Journal of Management & Organization on social responsibility, philanthropy and entrepreneurship in the sport industry frames the key issues sport businesses, corporate partners, and related nonprofit organizations grapple with to ensure that both the organizations and the social causes which are being addressed benefit in some way. The importance of social responsibility is first examined in the context of corporations and sports. The increasing importance of social issues to sport-related industries and the role of strategic philanthropy is discussed. Next, the connection between social responsibility and philanthropic endeavors is addressed in terms of social entrepreneurship. Finally, the article concludes by highlighting the increased significance of sport in society and how the articles in this special issue contribute to a better understanding of the role of social responsibility, philanthropy and entrepreneurship in sport.

Sport management as an area of business management has gained ascendancy in the past decade with more people becoming interested in how sport incorporates social benefits in a society. Sport integrates social initiatives by enhancing an organization's competitiveness by improving its public image. Social responsibility and philanthropy in sport has become a mainstream business issue and the entrepreneurial ways that sport-related organizations do this is becoming more important. This paper interviews a well-known international sport academic and practitioner on the future directions sport management will take. As social responsibility, philanthropy and entrepreneurship in the sport sector are becoming more integrated, it is important to consider how sport management will change in the future. This paper focuses on sport management as an inspiring field of business management that has an accessible audience towards social responsibility. Sport management also offers a rationale for promoting social responsibility and philanthropy to organizations and business leaders that have an opportunity to model socially responsible practices in the sport context.

The purpose of this paper was to examine ways that corporations can make a greater contribution to civic and community development through strategic ties to a city's development agenda surrounding the hosting of sporting events. Using the perspective of Corporate Community Involvement (CCI), we draw upon data collected as part of a larger study on sporting events and community development to explore how cities and corporations can make socially responsible contributions to communities. The guiding principles of community involvement in decision-making, full public disclosure and transparency, and grassroots legacy planning underscore the importance of community-based strategies for CCI. We offer three related strategies: comprehensive social and community impact assessments, facilitation of local knowledge capital and providers, and cross-sectoral management event programming as ways for corporations to begin to engage in CCI activities related to events. These strategies offer opportunities for organisation to use sport to make a valuable contribution to communities and community development activities.

Cause-related marketing (CRM) refers to the marketing strategy an organization uses to associate itself with a good cause. Even though CRM decisions may be partly charitable, they may also serve corporate self-interest. Although this area of inquiry is growing, CRM's strategic potential as an effective management tool for connecting sport organizations (i.e., teams) with consumers has not been thoroughly examined in a sport management context. In order to provide an improved picture of spectator sport consumers' perceptions toward a sport team's CRM initiatives, we developed a structural model that incorporates perceived CRM, attitudes toward the team, and re-attendance intention. Using LISREL analysis, the findings showed that CRM's effect on re-attendance intention was completely mediated through the attitude toward the team. In addition, perceptions toward the team's motive for CRM did not vary CRM's effect on attitude and behavioral intention. The lack of interaction effect might provide evidence that there may be universal appeal and effectiveness of CRM in a spectator sport context. Consequently, the findings provide a useful rationale for making managerial decisions about implementing and maintaining CRM efforts in sport organization.

Corporate social responsibility (CSR) represents behaviors that have increasingly strategic importance to many companies. CSR has been defined as a company's commitment to minimizing or eliminating any harmful effects on society and maximizing its long-term beneficial impact (Mohr, Webb, & Harris, 2001). The purpose of this paper is (a) to improve our understanding of how North American professional sport league executives view CSR and (b) to consider how CSR activities contribute to these leagues. Interviews with four senior league executives provide perspective as to the role and relevance of social responsibility in North American professional sport. The paper discusses the impact of leadership on CSR and relates the topics covered from institutional, strategic, and stakeholder perspectives.

In an effort to sustain social responsibility initiatives, cause related marketing (CRM) has become more prevalent in the corporate marketing toolbox, due to the benefits realized by the sponsoring company, such as switching behavior by a desired consumer segment. The utilization of cause related sport marketing (CRSM) has also increased, as corporate entities position firms with high profile sport entities to obtain certain objectives. Little research has examined the impact of such programs on key business stakeholders, which this survey study attempts to address. Analysis of Variance results indicate respondents possessed positive opinions about the corporation's CRSM efforts, with significant differences existing between respondents with direct decision-making authority and those with limited or no decision-making authority on key items. Additionally, respondents expressed a more positive opinion toward continuing their business relationship with the corporation, or, for those respondents who were prospective clients, beginning a business relationship with the corporation.

Entrepreneurship is an integral part of sport but less is known about how different types of entrepreneurship facilitate innovation. The aim of this paper is to develop a theory of sports-based entrepreneurship that incorporates different sub-categories of entrepreneurship such as social, technological and international. Specifically, the article connects the entrepreneurship and sport management literatures by proposing a theory of sport-based entrepreneurship, which can be used as a theoretical framework for future research. In addition, the paper provides a unique insight for sports practitioners and public policy planners wanting to focus on entrepreneurial ways to manage sport-based organizations.

Corporate social responsibility (CSR) has become increasingly significant for a wide range of organisations and for the managers that work within them. This is particularly true in the sport industry, where CSR is now an important area of focus for sport organisations, sport events and individual athletes. This article demonstrates how CSR can inform both theoretical debates and management practice within sport organisations. It does so by focusing on stakeholder theory, which overlaps considerably with CSR. In this article, stakeholder theory is used to examine three major CSR issues: stakeholder definition and salience, firm actions and responses, and stakeholder actions and responses. These three issues are considered in the context of the UK football industry. The article draws on 15 semi-structured qualitative interviews with senior representatives from a number of different organisations. These include the director of a large professional football club; a chief executive of a medium-sized professional football club in addition to the supporter-elected director; and the vice-chairman of a small professional football club. Additional interviews were undertaken with five representatives from national supporter organisations, two board members at two large supporter associations, two representatives from the Football League, one representative from the Independent Football Commission, and a prominent sports journalist. The analysis of the interview data illustrates ways in which CSR can be implemented by sport organisations through stakeholder management strategies. The article concludes that stakeholder theory has both conceptual and empirical value and can be used to illuminate key issues in sport management.

For the first time in the history of FIFA (Fédération Internationale de Football Association), the football (soccer) World Cup held in Germany 2006 specifically addressed environmental concerns. By doing so, the German Organizing Committee did not have the objective of creating a short-term vision, but rather of making a long-term and lasting contribution to the improvement of environmental protection in hosting a mega-sporting event. By taking the football world cup in Germany as a case study, we will provide insights into the so-called ‘Green Goal’ programme and its four main areas: water, waste, energy, and transportation. From a global point of view, climate protection was added by the Organizing Committee as the fifth area of action and was recognised as a cross-sectorial task. Finally, questions are addressed on how to apply those measurements in the planning and organisation of other mega (-sporting) events.

The transition of many sport organisations from being predominantly volunteer-administered and anchored in an amateur ethos to professionally managed entities has created unique challenges for the governance of sport. This paper provides a contribution to the governance literature through the presentation of a situational case where a four-stage model, drawn from an action research approach, has been used for developing a board's strategic capability and subsequent improvement in organisational performance. Action research is founded on the premise that change and research are not mutually exclusive and that dual foci on improving practice and developing theory are possible (Coghlan & Brannick, 2001). Utilising a national sport organisation (NSO) in New Zealand the study developed and tested a structured model for improving board functioning and, specifically, strategic contribution. While the case to which the model has been applied is an NSO, the model and the subsequent reflections have value for non-profit as well as commercial entities particularly with regard to a greater understanding of the mechanisms associated with balancing the performance and conformance roles of the board.