Strategic corporate social responsibility or responsible performance of sporting organisations in Australia

Abstract

The purpose of this article is to understand how Australian national sporting organisations communicate corporate social responsibility (CSR) practices in their strategic plans. The overarching aim of the article is to understand the main categories and sub-categories of interest to the sporting organisations in Australia when communicating their responsible management practices. A total of 42 strategic plans of Australian national sporting organisations were qualitatively content analysed using NVivo software. The results identified eight categories of importance and several sub-categories. It is identified that rather than focusing on the strategic orientation of CSR, sporting organisations need to embrace an integrated theoretical framework to communicate responsible performance of sporting organisations (RPSO) to various stakeholders.