Communicating Socially Responsible Initiatives : An Analysis of U . S . Professional Teams

The unprecedented growth of the Internet has provided new ways for organizations to communicate with their stakeholders. Consequently, messages devoted to ethical, environmental, and other social initiatives have increased in popularity. Corporate social responsibility (CSR) is one way in which organizations seek to manage stakeholder pressures, improve organizational reputation, and increase consumer patronage. Based on these potential outcomes, the purpose of this study was to analyze CSR–related content distributed by teams to their stakeholders via electronic-newsletters. Over 800 e-newsletters in the four major sport leagues were analyzed. This sample offered both typicality and systematic variety of teams to reveal general CSR practices and communication strategies. The results show that the teams do not display the same eagerness to appear socially responsible in their e-newsletters. Despite adopting different approaches to CSR, many of the team’s communicative strategies were similar regarding content, self-reference, stakeholder issues, and message orientation. Communicating Socially Responsible Initiatives: An Analysis of U.S. Professional Teams As sport has evolved from its participant-oriented past into the global phenomenon we know today, a business-oriented model has taken over the day-to-day operations by embracing several strategic initiatives. In line with the 21st century business model, public pressure has increased on North American companies to become more community oriented, resulting in a growing interest in pro-social business practices. As a result, more and more organizations (including those in professional sport) have either adopted socially responsible programs or have at least been more open about what they do in this area. From Nike to NASCAR, examples abound of activities undertaken to bring messages and resources to members of society who would not otherwise interact with these organizations. Numerous social programs of professional teams exist, including the Philadelphia Eagles “Go Green” and “Youth Partnership” initiatives, the Toronto Maple Leafs’ “Be our guest” and “Leafs at School” programs, and the Minnesota Timberwolves “Fast-Break Foundation”. At the league level, more broadly functioning programs can be seen such as the NHL’s “Hockey Fights Cancer” and “Green Partnership”, the NBA’s “Read to Achieve” and “Basketball Without Borders”, the PGA TOUR’s “Giving Back” initiative, NASCAR’s “Drive for Diversity” and the NFL’s “Play 60” campaign. Immediately observable is that these activities take on many forms and are driven by a diverse array of motives, possibly creating varying consumer responses. Broadly conceptualized, the foregoing examples have led to the emergence of several theories used to describe the business-society-relationship (Carroll & Buchholtz, 2008; Wood, 2000) and fall under the broad umbrella of corporate social responsibility (CSR). CSR is understood to mean that businesses and society are interwoven rather than distinct entities C om m u n iatin g C SR responsible for their wider impact on society (Waddock, 2004). Drawing on the model for corporate-community integration (Marquis, Glynn, & Davis, 2007), organizations concerned with CSR seek to “do good” (Sen & Bhattacharya, 2001, p. 228) and attempt to project the image of a good community citizen. Empirical data has shown that CSR is an effective marketing tool when used to enhance or proactively defend a corporate reputation (Pollach, 2003). However, communicating CSR programs as a means of linking external stakeholders to the organization has been relatively under-explored (Morsing, 2006). The little work that has been done anecdotally indicates that many consumers appreciate discretion and reject bragging about CSR (Morsing & Beckman, 2006). The widespread presence of CSR coupled with the societal importance of the concept (Meijer & Schuyt, 2005) makes understanding how social initiatives are communicated particularly noteworthy. Stemming from the lack of research on the communication side of the CSR information exchange process, this study assessed the extent to which sport teams are using e-newsletters to disseminate CSR information. The main thesis was that CSR communication (i.e., communication designed and distributed by the organization about its socially responsible efforts), could profoundly influence various relational (e.g., reputation) and transactional (e.g., patronage) business outcomes. Thus, the need existed to identify and categorize CSR activities and (based on the results) suggest some industry-specific best-practice strategies. Stakeholder Communication and CSR It has generally been acknowledged that organizations need to effectively manage their relationships with stakeholders; the ways in which they choose to do so however, vary considerably. Messages about CSR are likely to evoke strong and positive stakeholder reactions (Morsing & Schultz, 2006). Moreover, as a reflection of ethics that can create additional (i.e., secondary) value for the organization (van de Ven, 2008; Walker & Kent, 2009) the marketing of CSR initiatives have increased in popularity (Pomering & Dolnicar, 2009). Yet, there is an observable disconnection between consumer attitudes and actual behaviors regarding CSR. This apparent disconnect (some feel) stems from a general lack of awareness and understanding of companies’ CSR achievements (Bhattacharya & Sen, 2004). Consumers are important stakeholders with respect to CSR information and organizations must realize the strategic implications their awareness of CSR can have (Mohr, Webb, & Harriss, 2001). In fact, Dawkins (2004) maintained that the awareness issue stems directly from CSR communication, asserting that effectively communicating CSR initiatives are “... rare achievements” (p. 4). Echoing the findings in the marketing literature (Mohr et al., 2001; Sen, Bhattacharya, & Korshun, 2006; Ross, Stutts, & Patterson, 1990-91; Webb & Mohr, 1998), two recent studies of CSR in the sport industry (Walker & Kent, 2009a, 2009b) found both golf and professional football fans to be largely unaware of the CSR activities of the PGA TOUR and two National Football League (NFL) teams. Building on this work, the present study was partially motivated by “in practice” CSR initiatives particularly regarding the lack of (1) empirical work on the awareness levels of salient stakeholders, and (2) research on how sport firms are communicating CSR to their stakeholders. Supporting Theory Within the realm of normative stakeholder theory (Carroll, 1989; Kuhn & Shriver, 1991; Marcus, 1993), it is assumed that support and loyalty of organizational affiliates (i.e., positive member identification), is a precondition for an organizations ability to manage stakeholder relations (Morsing, 2006). Theories of organizational identification (Mael & Ashforth, 1992) have shown that a strong organizational identity strengthens people’s desire to actively support the organization (Sen & Bhattacharya, 2001), as well as enhancing organization-relevant behaviors (Bergami & Bagozzi, 2000). Further, communication and consumer behavior theories suggest that when consumers have a preference for a brand, they are more willing to receive information and also to search for information about that brand. This idea parallels van de Ven’s (2009) idea of a communicated organizational identity. The author stated that “... the communicated identity [of an organization] is most clearly revealed through ‘controllable’ corporate communication” (p. 343). This typically encompasses advertising, sponsorship, and public relations and is derived also from “non-controllable” communication (e.g., word-of-mouth and media exposure). Correspondingly, Berger and Mitchell (1989) argued that repeated exposure to a brand enhances brand attitudes by allowing the customer to process more salient information. The preceding suggests that when a consumer receives information about, spends time with, and processes information about a brand, positive affective responses can be evoked (Dick & Basu, 1994). Organizations in the sport industry have recognized the benefits of actively communicating with their stakeholders to induce affiliative connections (Brown, 2003; End, 2001; Sutton et al., 1997). Primarily using social identity theory (Tajfel & Turner, 1979), research has 188 Volume 19 • Number 3 • 2010 • Sport Marketing Quarterly Volume 19 • Number 3 • 2010 • Sport Marketing Quarterly 189 revealed that identification levels based on team communication can lead to fan loyalty (Dutton, Dukerich, & Harqual, 1994), affective reactions (Branscombe & Wann, 1991; Wann & Branscombe, 1995), and purchasing behaviors (Kwon & Armstrong, 2006). Recognizing the existence of an imbedded relationship between an organization and the extent to which consumers identify with the organization, Ahearne and colleagues (2005) noted that among consumers, “... efforts toward preserving, supporting, and improving the organization proceed naturally from identification” (p. 577). This sentiment implies that managers should develop a sense of the organization’s internal and external environments (Thomas & McDaniel, 1990) to determine the organizations ideal identity (van de Ven, 2008) and thereafter be willing to define a revised conception to salient consumer groups. Therefore, the conceptual understanding of the business environment and formulation of an ideal identity should reflect how the firm wishes to deal with the social aspects of its operations. E-Newsletter Communication Several marketing techniques can be used to facilitate this process – that is – promote “good” causes in effective ways (Kotler & Lee, 2005). However, communicating CSR through traditional advertising channels is perceived by many as over-accentuating the good deeds of the company, which can lead to skepticism about the message and cynicism regarding firm motives (Pomering & Dolnicar