|کد مقاله||کد نشریه||سال انتشار||مقاله انگلیسی||ترجمه فارسی||نسخه تمام متن|
|140825||162786||2014||14 صفحه PDF||سفارش دهید||دانلود رایگان|
• Scales were developed to measure elements of the relationship process and outcomes.
• Operational competence predicted impact on operations and community presence.
• Operational competence further enhanced the impact of long-standing sponsorships.
• Operational competence was required to a lesser extent than other process elements.
Sponsorships are a critical resource for nonprofit community sport organizations (CSOs) that are increasingly experiencing pressure to generate funding beyond their traditional source of membership revenues. In order to optimize this alternative source, it is important to understand the nature of the relationship between CSOs and sponsors and its impact on those clubs. Scales were developed, and presidents of CSOs (N = 189) completed a corresponding survey that measures the extent to which clubs’ relationship with their key sponsor was characterized by various elements of the relationship process and relationship outcomes. Operational competence was a consistent predictor of the impact of the sponsor relationship on club program/operations and community presence, and further enhanced the impact of long-standing sponsorships. Notably, operational competence was perceived to be required to a lesser extent in CSO–sponsor relationships than in the other process elements. Implications for effective CSO–sponsor relationships and directions for future research are presented.
Journal: Sport Management Review - Volume 17, Issue 4, November 2014, Pages 493–506