Abstract
This study examines how event managers and corporate sponsors conceptualize and respond to risk when establishing new sponsorship alliances. Findings are based on 36 semi-structured interviews with sponsorship managers in Australia, as well as qualitative text analysis of 298 sponsorship policies worldwide. Three motivational responses towards sponsorship risk emerge. Chiefly, promotion-focused managers appear adventurous and outward-looking, whereas their prevention-focused colleagues seem more risk averse and inward-looking. Alternatively, managers who adopt a problem-solving focus seem to rely more on cognitive and affective behaviors when addressing risk. This research makes several contributions to the emergent dialogue on sponsorship risk. First, it advances a new, grounded definition of sponsorship risk. Second, it proposes a novel typology of stakeholder risk responses. Third, it presents a conceptual framework abstracted from the themes identified in the study to enhance sponsorship decision-making and promote new avenues for research on sponsorship risk.
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