The paucity of, and dilemma in, evaluating corporate social responsibility for development through sport

Third World Quarterly

Volumn 32, Issue 3, 2011, Pages 551-569

  Levermore, Roger ^a  

^a UNIVERSITY OF LIVERPOOL MANAGEMENT SCHOOL   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

CORPORATE STRATEGY; POWER RELATIONS; SOCIAL DEVELOPMENT; SPORT;

IXODIDA;

EID: 79958079252     PISSN: 01436597     EISSN: 13602241     Source Type: Journal    
DOI: 10.1080/01436597.2011.573945     Document Type: Article

References (74)

1. See, for example, R Levermore, 'CSR for development through sport: assessing its potential and limitations', Third World Quarterly, 31(2), 2010, pp 223-241;
2. And P Newell & J Frynas, 'Beyond CSR? Business, poverty and social justice: an introduction', Third World Quarterly, 28(4), 2007, pp 669-681.
3. For example, see P Dimeo & J Kay, 'Major sports events, image projection and the problems of "semiperiphery": a case study of the 1996 South Asia Cricket World Cup', Third World Quarterly, 25(7), 2004, pp 1263-1276;
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6. Newell & Frynas, 'Beyond CSR?'
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8. Levermore, 'CSR for development through sport'.
9. Recognising that the literature distinguishes between these terms (evaluation, measurement and monitoring), this article follows the definition of evaluation that highlights how the objectives of the participants and funders of CSR for development through sport programmes are being met (in terms of perceptional, attitudinal, behavioural and economic measurement).
10. See, for example, D Eade, Development Methods and Approaches: Critical Reflections, Sterling, VA: Kumarian Press, 2003.
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16. Ibid, p 114.
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24. Ibid, p 676.
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43. Cited in MBE Clarkson, 'A stakeholder framework for analyzing and evaluating corporate social performance', Academy of Management Review, 20(1), 1995, p 93.
44. Ibid, p 95.
45. 'Inputs' into a company included the level of corporate citizenship, type of strategic approach and relations with shareholders. 'Outputs' included product safety and quality, political contributions, lobbying, communication strategies, disclosure of information and employee relations.
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55. Wood, 'Corporate social performance revisited', pp 691-718.
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60. The list of initiatives is exhaustive and is part of the focus of Levermore, 'Evaluating sport-fordevelopment';
61. And Levermore, 'Sport-for-development and the 2010 World Cup', Geography Compass, forthcoming.
62. For example, Thabo M beki stated in 2003 that, 'The basis of [South Africa's] bid was a resolve to ensure that the 21st century unfolds as a century of growth and development in Africa. This is not a dream. It is a practical policy. The successful hosting of the FIFA World Cup™ in Africa will provide a powerful, irresistible momentum to [the] African renaissance. We want, on behalf of our continent, to stage an event that will send ripples of confidence from the Cape to Cairo-an event that will create social and economic opportunities throughout Africa. We want to ensure that one day, historians will reflect upon the 2010 World Cup as a moment when Africa stood tall and resolutely turned the tide on centuries of poverty and conflict. We want to show that Africa's time has come.
63. Letter from M beki to Blatter in South Africa's Bid Book, 2003, in 'South Africa 2020', at http://www.sa2010.gov.za/africa/legacy.php.
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65. see Levermore, 'CSR for development through sport'.
66. Other, starker instances include Coca Cola's funding of the World Cup trophy 'parade' through the African continent and the payment of $1500 to its 'Water for Schools' programme in Africa each time a player celebrated scoring. See '2010 World Cup: Coca Cola to reward goal celebrations', 234next.com, at http://234.com/csp/cms/sites/Next/Home/5579022-146/2010_world_cupcoca_cola/, accessed 25 June 2010;
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