Formation and Function of a Collegiate Athletics Sustainability Committee

Authors

  • Brian P. McCullough Seattle University
  • Timothy Kellison Georgia State University
  • Elodie Wendling University of Florida

DOI:

https://doi.org/10.17161/jas.v4i1.6661

Abstract

Institutions of higher learning may be considered dual-identity organizations because of the perceived distinctiveness between universities’ academic and athletic missions. One way in which these barriers can be weakened is through cross-sector social partnerships (CSSP), a form of collaborative engagement aimed at achieving a common societal goal. In this study, we examine the formation of a university-directed CSSP focused on enhancing environmentally sustainable initiatives within the athletic department. Interviews with 11 members of a so-called Green Team illustrate the processes of boundary spanning and boundary blurring. As demonstrated in the article, boundary spanning occurred under the leadership of a “champion” who assembled a team of stakeholders to assist with the major renovation of a pro-environmental football stadium. Though the sustainability committee has a common goal, not all experiences of Green Team members have been the same. In light of these differences, we identify key barriers and prescribe solutions that can lead to the realization of a new organizational form.

References

Agrawal, A. K. (2001). University-to-industry knowledge transfer: Literature review and unanswered questions. International Journal of Management Reviews, 3, 285–302. doi:10.1111/1468-2370.00069

Ahmed, F., & Pretorius, L. (2010). Mega-events and environmental impacts: The 2010 FIFA World Cup in South Africa. Alternation, 17, 274–296.

Alderfer, C. P. (1980). The methodology of organizational diagnosis. Professional Psychology, 11, 459–468. doi:10.1037/0735-7028.11.3.459

Austin, J. E., & Seitanidi, M. M. (2012a). Collaborative value creation: A review of partnering between nonprofits and businesses. Part 1: Value creation spectrum and collaboration stages. Nonprofit and Voluntary Sector Quarterly, 41, 726–758. doi:10.1177/0899764012450777

Austin, J. E., & Seitanidi, M. M. (2012b). Collaborative value creation: A review of partnering between nonprofits and businesses. Part 2: Partnership processes and outcomes. Nonprofit and Voluntary Sector Quarterly, 41, 929–968. doi:10.1177/0899764012454685

Babiak, K. (2009). Criteria of effectiveness in multiple cross-sectoral interorganizational relationships. Evaluation and Program Planning, 32, 1–12. doi:10.1016/j.evalprogplan.2008.09.004

Babiak, K., & Thibault, L. (2009). Challenges in multiple cross-sector partnerships. Nonprofit and Voluntary Sector Quarterly, 38, 117–143. doi:10.1177/0899764008316054

Babiak, K., & Trendafilova, S. (2011). CSR and environmental responsibility: Motives and pressures to adopt sustainable management practices. Corporate Social Responsibility and Environmental Management, 18, 11–24. doi:10.1002/csr.229

Barringer, B., & Harrison, J. (2000). Walking a tightrope: Creating value through interorganizational relationships. Journal of Management, 26, 367–403. doi:10.1177/014920630002600302

Bösecke, K. (2009). Value creation in mergers, acquisitions, and alliances. Gabler: Wiesbaden, Germany.

Boyd, B., Henning, N., Reyna, E., Wang, D. E., & Welch, M. D. (2009). Hybrid organizations: New business models for environmental leadership. Sheffield, UK: Greenleaf.

Bromley, P., & Meyer, J. W. (2014). They are all organizations: The cultural roots of blurring between the nonprofit, business, and government sectors. Administration & Society, 1–28. doi:10.1177/0095399714548268

Bryson, J. M., Crosby, B. C., & Stone, M. M. (2006). The design and implementation of cross sector collaborations: Propositions from the literature. Public Administration Review, 66, 44–55. Retrieved from http://www.jstor.org/stable/4096569

Buer, T. (2009). Organizational complexity: The athletics department and the university. New Directions for Higher Education, 148, 109–116. doi:10.1002/he.374

Casper, J., Pfahl, M., & McSherry, M. (2012). Athletics department awareness and action regarding the environment: A study of NCAA athletics department sustainability practices. Journal of Sport Management, 26, 11–29.

Clarke, A., & Fuller, M. (2010). Collaborative strategy formulation and implementation by multi-organizational cross-sector social partnerships. Journal of Business Ethics, 94, 85–101. doi:10.1007/s10551-011-0781-5

Cornelius, N., & Wallace, J. (2010). Cross-sector partnerships: City regeneration and social justice. Journal of Business Ethics, 94, 71–84. doi:10.1007/s10551-011-0780-6

Cunningham, G. B. (2009). Understanding the diversity-related change process: A field study. Journal of Sport Management, 23, 407–428.

Das, T. K., & Teng, B.-S. (2000). A resource-based theory of strategic alliances. Journal of Management, 26, 31–61. doi:10.1177/014920630002600105

Dentoni, D., & Bitzer, V. (2015). The role(s) of universities in dealing with global wicked problems through multi-stakeholder initiatives. Journal of Cleaner Production, 106, 68–78. doi:10.1016/j.jclepro.2014.09.050

DiMaggio, P., & Powell, W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48, 147–160.

Doh, J. P., & Guay, T. R. (2006). Corporate social responsibility, public policy, and NGO activism in Europe and the United States: An institutional-stakeholder perspective. Journal of Management Studies, 43, 47–73. doi:10.1111/j.1467-6486.2006.00582.x

Dowling, M., Robinson, L., & Washington, M. (2013). Taking advantage of the London 2012 Olympic Games: Corporate social responsibility through sport partnerships. European Sport Management Quarterly, 13, 269–292. doi:10.1080/16184742.2013.774039

Dussauge, P., Garrette, B., & Mitchell, W. (2000). Learning from competing partners: Outcomes and durations of scale and link alliances in Europe, North America and Asia. Strategic Management Journal, 21, 99–126. doi:10.1002/(SICI)1097-0266(200002)21:2<99::AID-SMJ80>3.0.CO;2-G

Fraizer, L. (2009). 21st century social change makers and next generation social entrepreneurs (Unpublished doctoral dissertation). Pepperdine University, Malibu, CA.

Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston: Pitman.

Getha-Taylor, H. (2012). Cross-sector understanding and trust. Public Performance & Management Review, 36, 216–229. doi:10.2753/PMR1530-9576360203

Gray, B. (1989). Collaborating: Finding common ground for multiparty problems. San Francisco: Jossey-Bass Publishers.

Gray, B., & Stites, J. P. (2013). Sustainability through partnerships: Capitalizing on collaboration. Network for Business Sustainability. Retrieved from http://nbs.net/wp-content/uploads/NBS-Systematic-Review-Partnerships.pdf

Greve, H. R. (2003). Organizational learning from performance feedback. Cambridge, UK: Cambridge University Press.

Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9, 193–206. Retrieved from http://www.jstor.org/stable/258434

Harrison, J. S., & St. John, C. H. (1996). Managing and partnering with external stakeholders. Academy of Management Executive, 10, 46–59.

Hora, M. T., & Millar, S. B. (2011). A guide to building education partnerships: Navigating diverse cultural contexts to turn challenge into promise. Sterling, VA: Stylus.

Hutt, M. D., Stafford, E. R., Walker, B. A., & Reingen, P. H. (2000). Defining the social network of a strategic alliance. Sloan Management Review, 41(2), 51–62.

Ireland, R. D., Hitt, M. A., & Vaidyanath, D. (2002). Alliance management as a source of competitive advantage. Journal of Management, 28, 413–446. doi:10.1177/014920630202800308

Kellison, T. B., & Kim, Y. K. (2014). Marketing pro-environmental venues in professional sport: Planting seeds of change among existing and prospective consumers. Journal of Sport Management, 28, 34–48. doi:10.1123/jsm.2011-0127

Kellison, T. B., & McCullough, B. P. (2016). A forecast for the mainstreaming of environmental sustainability. Sport and Entertainment Review, 2, 11–18.

Kellison, T.B., Trendafilova, S., & McCullough, B.P. (2015). Considering the social impact of sustainable stadium design. International Journal of Event Management Research, 10, 63–83.

King, A. (2007). Cooperation between corporations and environmental groups: A transaction cost perspective. Academy of Management Review, 32, 889–900. doi:10.5465/AMR.2007.25275680

LaFrance, J., & Lehmann, M. (2005). Corporate awakening—why (some) corporations embrace public-private partnerships. Business Strategy and the Environment, 14, 216–229. doi:10.1002/bse.471

Le Ber, M. J., & Branzei, O. (2010). Value frame fusion in cross sector interactions. Journal of Business Ethics, 94, 163–195. doi:10.1007/s10551-011-0785-1

Lin, H. (2012a). Cross-sector alliances for corporate social responsibility partner heterogeneity moderates environmental strategy outcomes. Journal of Business Ethics, 110, 219–229. doi:10.1007/s10551-012-1423-2

Lin, H. (2012b). Strategic alliances for environmental improvements. Business & Society, 51, 335–348. doi:10.1177/0007650312437918

Lin, H. (2014). Government–business partnership formation for environmental improvements. Organization & Environment, 27, 383–398. doi:10.1177/1086026614554716

Lin, H., & Darnall, N. (2010). Strategic alliances for environmental protection. In J. Sarkis, J. Cordeiro, & D. Brust Vazquez (Eds.), Facilitating sustainable innovation through collaboration: A multistakeholder perspective (pp. 233–246). New York: Springer.

Manning, S., & Roessler, D. (2014). The formation of cross-sector development partnerships: How bridging agents shape project agendas and longer-term alliances. Journal of Business Ethics, 123, 527–547. doi:10.1007/s10551-013-1853-5

Marchington, M., & Vincent, S. (2004). Analysing the influence of institutional, organizational and interpersonal forces in shaping inter-organizational relations. Journal of Management Studies, 41, 1029–1056. doi:10.1111/j.1467-6486.2004.00465.x

McCullough, B. P. (2013). Identifying the influences on sport spectator recycling behaviours using the theory of planned behaviour. International Journal of Sport Management and Marketing, 14(1), 146–168. doi:10.1504/IJSMM.2013.060631

McCullough, B. P., & Cunningham, G. B. (2010). A conceptual model to understand the impetus to engage in and the expected organizational outcomes of green initiatives. Quest, 62, 348–363. doi:10.1080/00336297.2010.10483654

McCullough, B., Pfahl, M., & Nguyen, S. (in press). The waves of environmental sustainability in sport. Sport in Society, 1–40. doi:10.1080/17430437.2015.1096251

Mitchell, R., Agle, B., & Wood, D. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 22, 853–886. Retrieved from http://www.jstor.org/stable/259247

Murphy, M., Perrot, F., & Rivera-Santos, M. (2012). New perspectives on learning and innovation in cross-sector collaborations. Journal of Business Research, 65, 1700–1709. doi:10.1016/j.jbusres.2012.02.011

Natural Resources Defense Council. (2013). Collegiate game changers: How campus sport is going green. Retrieved from http://www.nrdc.org

Nelson, J., & Zadek, S. (2000). Partnership alchemy: New social partnerships in Europe. Copenhagen: Copenhagen Centre.

Nguyen, S., Trendafilova, S., & Pfahl, M. (2014). The natural-resource-based view of the firm (NRBV): Constraints and opportunities for a green team in professional sport. International Journal of Sport Management, 15, 485–517.

Nichols, J. S., Corrigan, T. F., & Hardin, M. (2011). Integration of athletics and academics: Survey of best practices at FBS schools. Journal of Intercollegiate Sport, 4, 107–120.

Parker, A., & Crona, B. I. (2012). On being all things to all people: Boundary organizations and the contemporary research university. Social Studies of Science, 42, 1–28. doi:10.1177/0306312711435833

Pfahl, M. (2010). Strategic issues associated with the development of internal sustainability teams in sport organizations: A framework for action and sustainable environmental performance. International Journal of Sport Management, Recreation, and Tourism, 6, 37–61. doi:10.5199/ijsmart-1791-874X-6c

Pfahl, M. (2013). The environmental awakening in sport. The Solutions Journal, 4, 67–76.

Pfahl, M., Casper, J., Trendafilova, S., McCullough, B. P., & Nguyen,

S. N. (2015). Crossing boundaries: An examination of sustainability department and athletics department collaboration regarding environmental issues. Communication & Sport, 3, 27–56. doi:10.1177/2167479513519253.

Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations. New York: Harper & Row.

Ponterotto, J. G. (2005). Qualitative research in counseling psychology: A primer on research paradigms and philosophy in science. Journal of Counseling Psychology, 52, 126–136. doi:10.1037/0022-0167.52.2.126

Rivera-Santos, M., Rufin, C., & Kolk, A. (2012). Bridging the institutional divide: Partnerships in subsistence markets. Journal of Business Research, 65, 1721–1727. doi:10.1016/j.jbusres.2012.02.013

Rod, M. R. M., & Paliwoda, S. J. (2003). Multi-sector collaboration: a stakeholder perspective on a government, industry and university collaborative venture. Science & Public Policy, 30, 273–284. doi:0302-3427/03/040273-12

Rondinelli, D. A., & London, T. (2003). How corporations and environmental groups cooperate: Assessing cross-sector alliances and collaborations. Academy of Management Executive, 17, 61–76. Retrieved from http://www.jstor.org/stable/4165929

Rothaermel, F. T., & Deeds, D. L. (2004). Exploration and exploitation alliances in biotechnology: a system of new product development. Strategic Management Journal, 25, 201–221. doi:10.1002/smj.376

Sakakibara, M. (1997). Heterogeneity of firm capabilities and cooperative research and development: An empirical examination of motives. Strategic Management Journal, 18, 143–164. doi:10.1002/(SICI)1097-0266(199707)18:1+<143::AID-SMJ927>3.0.CO;2-Y

Schroeder, C.C. (1999). Forging educational partnerships that advance student learning. In G. S. Blimling & E. J. Whitt (Eds.), Good practice in student affairs: Principles to foster student learning (pp. 133–156). San Francisco, CA: Jossey-Bass.

Schwandt, T. A. (2007). The Sage dictionary of qualitative inquiry (3rd ed.). Thousand Oaks, CA: Sage.

Seitanidi, M. M., Koufopoulos, D. N., & Palmer, P. (2010). Partnership formation for change: Indicators for transformative potential in cross sector partnerships. Journal of Business Ethics, 94, 139–161. doi:10.1007/s10551-011-0784-2

Selsky, J. W., & Parker, B. (2005). Cross-sector partnerships to address social issues: Challenges to theory and practice. Journal of Management, 31, 849–873. doi:10.1177/0149206305279601

Selsky, J. W., & Parker, B. (2010). Platforms for cross-sector social partnerships: Prospective sensemaking devices for social benefit. Journal of Business Ethics, 94, 21–37. doi:10.1007/210551-011-0776-2

Siegel, D. J. (2010). Why universities join cross-sector social partnerships: Theory and evidence. Journal of Higher Education Outreach and Engagement, 14, 33–62. Retrieved from http://openjournals.libs.uga.edu/index.php/jheoe/index

Steward, F., & Conway, S. (1998). Situating discourse in environmental innovation networks. Organization, 5, 479–502.

Townsley, S. R. (2014). Nurturing a new interdependence: Examining role change and perspective shifts in cross-sector social partnerships (Unpublished doctoral dissertation). Saybrook University, Oakland, CA.

Trendafilova, S., Babiak, K., & Heinze, K. (2013). Corporate social responsibility and environmental sustainability: Why professional sport is greening the playing field. Sport Management Review, 16, 298–313. doi:10.1016/j.smr.2012.12.006

Wassmer, U., Paquin, R., & Sharma, S. (2014). The engagement of firms in environmental collaborations: Existing contributions and future directions. Business & Society, 53, 754–786. doi:10.1177/0007650312439865

Wohlstetter, P., Smith, J., & Malloy, C. L. (2005). Strategic alliances in action: Toward a theory of evolution. Policy Studies Journal, 33, 419–442. doi:10.1111/j.1541-0072.2005.00123

Downloads

Published

2018-05-15

Issue

Section

Articles

How to Cite

McCullough, B. P., Kellison, T., & Wendling, E. (2018). Formation and Function of a Collegiate Athletics Sustainability Committee. Journal of Amateur Sport, 4(1), 52-81. https://doi.org/10.17161/jas.v4i1.6661