Professionalisation of CSR in Dutch footbal

Aim:
The aim of this abstract is to elucidate the lessons learned, strategies employed, and outcomes achieved through the collaborative efforts between Dutch Eredivisie and Utrecht University in fostering a culture of enhanced CSR management within the professional football landscape of the Netherlands.
Purpose and Background:
Professional football clubs, much like other organizational entities, serve as custodians of diverse values, encompassing sporting, business, cultural, and public facets. Within this context, the concept of CSR emerges as a pivotal dimension, encapsulating the club's commitment to social responsibility, sustainability, and community engagement. Van Eekeren (2016) underscores the importance of these values, asserting that a holistic approach to CSR not only aligns with the ethos of football but also augments organizational success. However, despite the acknowledgment of CSR's significance, there exists a discernible gap in the professionalization of its management, necessitating strategic refinement and robust monitoring mechanisms.
Design and Implementation:
In response to this, Utrecht University and Eredivisie started a collaboration in 2021, with the overarching objective of elevating the standards of CSR management within professional football clubs. Central to this collaboration were initiatives focused on capacity building, knowledge dissemination, and the implementation of effective monitoring and evaluation frameworks. The collaborative efforts were structured to encompass a multifaceted approach, comprising tailored training programs, educational interventions, and the co-creation of strategic frameworks designed to instill a culture of CSR excellence within participating clubs.
Outputs/Outcomes, Reflections, and Future Development:
The outcomes of the collaborative endeavor are indicative of significant strides made in the professionalization of CSR management within the Dutch football landscape. Over the course of three years, discernible advancements have been observed across various dimensions:
Enhanced Knowledge and Capabilities: Through a comprehensive suite of training and educational activities, CSR managers have witnessed a notable enhancement in their knowledge base and professional competencies. Using a Theory of Change approach, participants have been equipped with the requisite tools to articulate and refine their CSR strategies, thereby fostering a more nuanced understanding of the intersection between sporting imperatives and societal obligations.
Strategic Refinement: The adoption of the Theory of Change methodology has facilitated a shift in the strategic orientation of CSR management within participating clubs. By delineating clear pathways for action and delineating measurable outcomes, CSR managers are better positioned to align their initiatives with organizational goals while concurrently addressing societal needs.
Monitoring and Evaluation Enhancement: A key facet of the collaborative initiative has been the emphasis on developing better monitoring and evaluation mechanisms for assessing the efficacy of CSR interventions. By adopting a systematic approach to data collection, analysis, and feedback integration, participating clubs have been able to refine their CSR practices.
Innovative Educational Interventions: In tandem with capacity-building efforts, the collaboration has witnessed the development of a new educational course tailored specifically for CSR managers within professional football clubs. This initiative seeks to learn from good practices in public value management and CSR in football, foster peer learning, and cultivate a community of practice centered around the principles of CSR excellence. An important part of the course has been the introduction of professional skills training, using an Organizational Role Analysis (ORA)-approach. ORA is a structured procedure aimed at fostering insight and comprehension regarding how the professional role of the client is influenced by both the organization and the role holder themselves, whether consciously or unconsciously (Newton et al., 2006).
In reflecting upon the journey thus far, it is evident that the collaborative efforts between Utrecht University and Eredivisie have yielded tangible dividends in terms of advancing the professionalization of CSR management within the Dutch football ecosystem.