Speakers
Description
Corporate social responsibility (CSR) has been massively conducted in sports research. However, the gap between professional team sports (PTS)-related CSR and community development needs to be filled by shifting attention to the capacity building of employees’ collaboration. While the social self-identity foundations of CSR are recognized, it is essential to understand the ideological varieties driving CSR that can enable employees’ cooperation in the practice of CSR as a core organizational value. Thus, this study aimed to evaluate the course of corporate social responsibility from the PTS organization employees’ perspective. Participants (n = 260) were drawn from PTS organization employees’ in Taiwan using a convenience sampling technique. This study contributes to the literature on CSR-PTS -related in social self-identity contextual and sets the stage for a employees’ collaboration framework for research. This study provides empirical evidence on the impact of PTS employees' perceived CSR on employee identification and behaviors. It identifies the critical role of employee identification as a mediating mechanism and value co-creation (i. e., co-production) in PTS moderates employees' turnover intentions.
