The relationship between perceived corporate social responsibility and perceived organisational performance in professional sports organisations

ABSTRACT

Research Question

Existing research on corporate social responsibility (CSR) in professional sports organisations highlights the positive external effects of CSR, while employee-related and organisational outcomes are widely ignored. We aim at filling this gap by analysing the relationship between perceived CSR (PCSR) and perceived organisational performance (POP) in professional sports organisations (PSOs) and how this relationship is mediated by organisational identification and employee satisfaction.

Research methods

Based on a systematic literature review on the organisational outcomes of CSR we derive our research model and three hypotheses that are tested using parallel regression analyses. We hypothesise that PCSR is positively related to POP and that this relationship is positively mediated by organisational identification and employee satisfaction. Our sample consists of 338 employees of professional football, basketball, handball, ice hockey and volleyball clubs in Germany.

Results and Findings

Our results suggest that PCSR among employees of PSOs is positively related to POP, when controlling for age, gender, income, education, sports discipline, and organisational level. Furthermore, our results provide evidence that the positive relationship between PCSR and POP is positively and partially mediated by organisational identification and employee satisfaction.

Implications

Our paper enlarges prior knowledge on internal outcomes of CSR in professional sports organisations by quantifying existent contributions on the impacts of PCSR on POP and providing a model for how this relationship is affected by organisational identification and employee satisfaction. Our results provide scholars with a framework for further scientific investigation and practitioners with a concept for integrating the positive impacts of CSR into approaches to developing both their organisation and its employees.

KEYWORDS:

• Corporate social responsibility
• organisational performance
• organisational identification
• employee satisfaction

Disclosure statement

No potential conflict of interest was reported by the author(s).