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Article

Corporate Social Responsibility and Consumer Behavior in Sports: Exploring and Adapting a Participatory Sports Scale

by
Georgia Lagoudaki
1,
Efi Tsitskari
1,*,
Thomas Karagiorgos
2,
Georgia Yfantidou
1,
George Tzetzis
2 and
George Tsiotras
3
1
Department of Physical Education and Sport Science, Democritus University of Thrace, 69100 Komotini, Greece
2
Department of Physical Education and Sport Science, Aristotle University of Thessaloniki, 54124 Thessaloniki, Greece
3
Business Excellence Lab, Department of Business Administration, University of Macedonia, 54636 Thessaloniki, Greece
*
Author to whom correspondence should be addressed.
Sustainability 2024, 16(14), 5825; https://doi.org/10.3390/su16145825
Submission received: 15 June 2024 / Revised: 2 July 2024 / Accepted: 4 July 2024 / Published: 9 July 2024
(This article belongs to the Section Sustainable Management)
Browse Figure
Versions Notes

Abstract

:
There has been a noticeable shift towards sustainability in participatory sport, emphasizing practices such as corporate social responsibility (CSR) initiatives. However, a credible international evaluation tool for assessing the effectiveness of CSR initiatives in sport and recreation services is lacking. This study aimed to adapt and validate a CSR questionnaire for Greek participatory sport, focusing on tennis. The influence of CSR on consumer trust and loyalty was also investigated. A sample of 250 tennis players from a private club in a Greek city participated. A questionnaire assessing CSR in environmental, economic, and social dimensions, was selected after an extensive literature review. Statistical analyses confirmed the questionnaire as a valid and reliable tool for assessing CSR among recreational sports participants. The results indicated that CSR initiatives significantly enhance participants’ trust in the club, which in turn bolsters the club’s credibility. However, CSR initiatives do not directly influence participants’ loyalty; instead, trust mediates the relationship between CSR and loyalty. This underscores the need to strategize on how to convert trust into sustained loyalty. The findings highlight the importance of CSR in building trust, protecting corporate reputation in times of crisis, and supporting long-term sustainability. They provide valuable insights for researchers and sport and recreation managers.

1. Introduction

Sports are considered one of the most powerful tools to unite people around common aspirations, contributing to societal, economic, and environmental benefits [1]. Many sports organizations are committed to sustainability and its integration into their work and activities [1], and sport may therefore contribute to the development of a more sustainable society and future [2]. Currently, a large body of literature attests to the growing importance of corporate social responsibility (CSR), highlighting its role in maintaining fairness, supporting community programs, protecting the environment, and donating to charitable causes, among other aspects [3,4,5,6,7,8,9,10,11,12]. Companies’ CSR activities exert a favorable impact upon consumer attitudes, awareness, market share, and profitability.
CSR has emerged as a key consideration for sports organizations, shaping their strategic management practices to achieve a variety of benefits. According to Jamali and Karam [8], in order to streamline CSR, companies must have the ability to reduce costs and risks, act in a socially responsible manner, generate a competitive advantage, enhance reputation, and create synergies among stakeholder groups through the creation of social capital. As stated by Walzel et al., [13] CSR is an integral part of an organization’s strategy, business operations, and social, ethical, economic, and legal responsibilities, as the study by Inoue and Kent [14] revealed that it can influence positive consumer outcomes and lead to economic benefits.
In the last decade, the concept of CSR has gained particular momentum in the sports sector [15,16]. Almost all professional organizations and sports teams have started to participate in various forms of CSR actions, as it seems that they lead to economic benefits [17,18,19]. They can also attract talent to a company [20], improve public opinion about a company [21,22], improve brand loyalty [23], and help receive positive feedback from stakeholders, including customers [12,24,25].
The behavior of consumers towards more responsible choices seeks to influence sustainable marketing by satisfying the needs of customers while promoting social and environmental well-being [26]. Instead of focusing on short-term sales and deals, marketing emphasizes relationship sustainability, which is aimed at creating long-term, stable relationships with clients, thus fostering sustainable business growth [27]. In the realm of professional sports, studies have indicated a positive correlation between CSR and consumer behavior [28,29]. For example, highlighting the importance of socially responsible actions by sports teams in consumer behavior, research by Walker and Kent [22] shows that CSR initiatives in sports can significantly influence fan loyalty and purchase intentions. In the professional sports context, Babiak and Wolfe [30] report that strategic CSR engagement not only enhances team reputation, but also increases fan engagement and support. These examples illustrate CSR’s tangible impact on consumer attitudes and behaviors, reinforcing the need for sports organizations to integrate CSR into strategic management practices for social and economic benefits. It is likely that this correlation extends to participatory sports and recreational activities.
In the context of our study, we focus on CSR initiatives in a sport recreational setting, like a tennis club. It is crucial to point out that the existing research focuses mainly on professional sport, thus revealing a significant gap in the literature on amateur sport. This is curious considering the importance of this sector. Participatory sport activities can serve as a preventive measure against chronic diseases, improve mental health, and increase social interaction and enjoyment, according to the World Health Organization [31]. Moreover, sports participation helps develop essential social skills such as teamwork and leadership and builds self-esteem, especially among young people. Moradi, Bahrami, and Dana [32] observed that participatory sport emphasizes well-being and social integration, while professional sport is primarily focused on the achievement of high levels of performance and financial compensation. The importance of participatory sport in promoting broader access to and engagement in sport is noted by Spaaij, Knoppers, and Jeans [33].
Only a limited amount of attention has been paid to the study of the CSR dynamics within this particular sport segment [34]. This requires adapting a CSR assessment tool for participatory sports, taking into account their high participation rates and financial benefits, their need for sustainable policies, and their consumer behavior in terms of trust and loyalty. Regardless of whether companies promote offerings to society out of a desire for social acceptance or to improve their image and impact on the sector, CSR is an important area of action, especially in an era when all (sports) businesses should keep up with the UN’s sustainable development goals. In order to effectively assess and capitalize on this influence, it is crucial to develop a robust and reliable instrument for measuring CSR within the participant population.
One of the recreational sports that has attracted a great growth in participants is tennis. Tennis has become one of the most popular sports worldwide and is experiencing a period of rapid growth. According to Le Noury, Buszard, Reid, and Farrow [35], many people aged 7 to 70 play tennis. The International Tennis Federation (2023) reports that more than 87 million people worldwide play tennis. There has been a notable increase in interest in the game, the number of players, and the number of sports facilities (public and private). This has contributed to the global dissemination of tennis as a sport through the media [36]. Despite its growing popularity and high levels of participation observed globally [36], there are indications that the integration of corporate social responsibility (CSR) is slow both internationally and in Greece.
This study aimed to adapt and apply a questionnaire to evaluate CSR policies in participatory sports. Furthermore, the research sought to investigate the dynamic impact of corporate social responsibility (CSR) factors on consumer behavior, specifically related to building trust and loyalty.
The research paper is structured into three main sections. The first is a comprehensive literature review which identifies existing CSR questionnaires and describes the possibility of their application in the context of participatory sports. It then considers the impact of sport participants’ consumer behavior, including trust and loyalty. This culminates in the formulation of three hypotheses, which are tested. The second section describes the methods and results of the study in detail. Finally, the findings are discussed, which include managerial implications and suggestions for future research.

2. Literature Review

2.1. Assessment Tools of Corporate Social Responsibility Initiatives

More and more companies are focusing their CSR efforts on community development and environmental sustainability, in addition to financial gain and the well-being of their customers [37]. However, despite its prevalence, there is no universally accepted definition and factoring that fully encapsulates the essence of CSR [38] in various or sport-specific settings.
The CSR has become an integral part of strategic management in organizations, especially in the sports sector. Evaluating the effectiveness of CSR initiatives requires robust and reliable measurement tools. Carroll’s [39] CSR Pyramid was one of the earliest frameworks that conceptualizes CSR into four dimensions: economic legal, ethical, and philanthropic responsibilities. Studies using Carroll’s framework typically adapt it into survey questions, showing high face validity due to its comprehensive nature. However, empirical testing for reliability often depends on the specific adaptations and context of use [40].
Later on, Wood [41] developed the CSP model, which assesses CSR based on principles of social responsibility, processes of social responsiveness, and outcomes of social behavior. The CSP Index has shown good construct validity in multiple studies, but reliability varies depending on the dimensions and specific items used [42]. Moreover, the CSR processes proposed in the model cannot be seen as distinct, but rather different terminology stemming from various CSR perspectives. Subsequently, Elkington [43] put forth the notion of the triple bottom line, a framework that defines and assesses CSR through three fundamental dimensions: social, environmental, and economic. The triple bottom line concept has the capacity to illuminate the concept of organizational sustainability, which has the potential to transform the sustainability paradigm for all organizations and institutions. In a study conducted by Slaper and Hall [44], several challenges were identified in the application of the triple bottom line. These included identifying appropriate indicators to assess the three dimensions and calculating their contribution or impact on overall sustainability.
Maignan [45] and Maignan and Ferrel’s [46] scale measures CSR perceptions across four dimensions: economic, legal, ethical, and discretionary responsibilities. The scale has been validated in a variety of cultural contexts and has shown good construct validity and reliability, although researchers [47] have not used the original scale because it does not include motivation or execution processes.
Developed by Singh, de los Salmones Sanchez, and del Bosque [48], the EPIC scale measures CSR across four dimensions: ethical, philanthropic, innovative, and civic responsibilities. This scale is used to assess the broader impacts of CSR initiatives beyond traditional economic measures. The EPIC scale has shown good psychometric properties, with high reliability scores [48,49]. While the EPIC scale is a comprehensive tool, it has its own set of potential limitations. Similar to many CSR scales, the EPIC scale primarily measures perceptions of CSR activities rather than actual performance or outcomes. Moreover, depending on the number of items and the complexity of the questions, the scale might be lengthy and burdensome for respondents.
Turker’s [50] scale evaluates CSR initiatives across four stakeholder dimensions: employees, customers, social and non-social stakeholders, and government. The scale has shown high content validity and internal consistency, though it primarily measures perceptions of CSR activities rather than actual CSR performance or outcomes. Depending on the context, the length and complexity of the scale this might be a handicap, especially if respondents have limited time or interest in completing detailed surveys. McDonald and Hung Lai [51] collected data among Taiwanese retail banking customers and analyzed CSR initiatives in terms of three factors. The questionnaire was found to be valid and reliable, although the results were only significant for the difference between customer-focused and environmental initiatives.
Park, Lee, Kwon, and Del Pobil [52] collected data among stakeholders of an aircraft company and analyzed CSR in three factors according to the triple bottom line model: (a) economic factors (e.g., efforts to create new jobs); (b) environmental factors (e.g., participation in environmental campaigns); and (c) social factors (e.g., efforts to raise funds for social causes). Subsequently, Park [12] retested the questionnaire and proved its structural validity and reliability, as well as its ability to predict customer behavior.
Maignan and Ferrell’s [46] scale measures CSR perceptions across four dimensions: economic, legal, ethical, and discretionary responsibilities. The scale has been validated across different cultural contexts, showing high construct validity and reliability [46]. Despite its widespread use and utility in assessing corporate social responsibility (CSR), this scale has some limitations. Firstly, the scale was developed and validated within specific cultural contexts, predominantly in Western settings, which may limit its applicability and relevance in different cultural environments [46,53]. The broad dimensions of the scale—economic, legal, ethical, and discretionary responsibilities—can also overlap, potentially affecting discriminant validity and the clarity of insights gained from each dimension [40]. Moreover, the static nature of these dimensions may not fully capture the dynamic and evolving landscape of CSR practices, such as emerging focuses on digital responsibility and environmental sustainability.
In the field of professional sports, as far as the authors are concerned, CSR has been assessed through the Webb, Mohr, and Harris [54] three-dimensional questionnaire, which assesses (a) philanthropy (e.g., the organization sponsors various social events); (b) employee behavior (e.g., employees are efficient and trustworthy); and (c) environmental efforts (e.g., the organization develops policies to reduce water and energy consumption). However, low validity and reliability rates were found.
Walsh and Bartikowski [55] utilized a tool in the context of professional sports, which assessed CSR through three items, which has good construct validity. However, this tool has limitations in measuring CSR comprehensively. The study by Behnam, Anagnostopoulos, Byers, and Papadimitriou [56] assessed corporate social responsibility (CSR) in the context of sport, through a three item scale, which had good validity and reliability indicators. However, this questionnaire, with one question for each CSR initiative, does not provide an in-depth analysis of CSR.
A number of scholars have argued that a sport organization is different from other organizations in terms of the nature and role of CSR [57]. A review of the existing literature shows that much of the research in the field of sport has focused on professional sport, while the integration of CSR in participatory sport is still in its infancy; nevertheless, recreational sport organizations are important in maintaining exercise in the general population. Due to this, it seems necessary to adapt a CSR assessment tool for recreational sports, given their high participation rates and financial incentives, taking into account the need for sustainability and customer loyalty and trust, as well as competition.
The reviewed scales demonstrate a range of approaches to evaluating CSR initiatives, each with its strengths in terms of validity and reliability. For the context of participatory sports, adapting and validating an existing, robust scale, such as the one developed by Park et al. [52], ensures relevance and reliability. Ensuring high validity and reliability in the adapted scale will provide meaningful insights into the impact of CSR on consumer behavior, particularly trust and loyalty, in the sports context.
To the best of the researchers’ knowledge and through their analytical review of the literature, it does not appear that there is already an established, valid, and reliable tool for evaluating corporate social responsibility actions in participatory and recreational sport.

2.2. Corporate Social Responsibility in the Field of Sports

CSR in sport has grown significantly in recent decades, reflecting a broader trend toward integrating ethical, social, and environmental considerations into the strategies of sport organizations. For example, noting that effective CSR initiatives can enhance the reputation of an organization, foster relationships with the community, and create a competitive advantage, Babiak and Wolfe [30] discussed the strategic implications of CSR in sport. Their research highlighted the dual benefits of CSR, including both societal impacts, such as community development and environmental sustainability, and organizational benefits, such as increased brand loyalty and financial performance. Furthermore, Inoue and Kent [58] showed that CSR activities can lead to positive consumer outcomes, including better attitudes towards the organization and higher levels of trust and loyalty among fans.
Among many studies, Anagnostopoulos and collaborators [59] examined the implementation of CSR in sport through charitable foundations. They emphasized the importance of trusting relationships between those working for professional sports teams and those working for foundations. Using social identity theory, Ullah and colleagues [60] examined the impact of sport spectators’ perceptions of CSR on regional attachment. The researchers found that these perceptions had a positive influence on team identification and that this relationship was mediated by the pride of the spectators.
In fact, there are many studies that have dealt with the issue of CSR in sport in the last few years, from different perspectives and with different objectives. Some of them, focusing on consumer trust and loyalty, are discussed below. However, there are not enough efforts to study the CSR perceptions of a very large segment of the sports market: those participating in exercising and recreational programs.

2.3. Customer Trust, Loyalty, and CSR Initiatives

Customer trust in a firm is often conceptualized as the willingness of customers to rely on an organization’s ability to deliver on its promises (reliability) and their reliance on the firm’s goodwill to act in the customers’ best interests regardless of their ability to control or monitor the firm (integrity) [61,62,63]. This trust is usually defined in terms of two main dimensions: reliability and integrity/goodness [62,64]. Brand trust is a critical mediator. It leads to customer loyalty by increasing customer retention and loyalty [65,66,67]. Because it can be significantly more costly to retain existing customers than to acquire new ones [68], building trusting relationships with customers is essential. According to Cavalho and Fernandes [69], engaged customers have a higher level of interest in the company’s products/services and have a willingness to discuss them with others.
CSR initiatives have an impact on costumers’ perceptions of a company’s offerings, which has an indirect impact on costumer trust. Positive CSR associations enhance credibility and customer trust [70,71]. According to Fatma and Khan [72], to succeed in the competitive business environment, it is advantageous for companies to protect their socially responsible image. Customers have a high level of trust in businesses that they believe to be socially responsible [73], with a long-term relationship between customers and the firm, within any commercial enterprise ecosystem [74]. According to Jalilvand et al. [75], CSR could increase customer trust and identification with the firm and is also a consequence of an excellent corporate reputation. Iglesias, Markovic, Singh, and Sierra [76] state that in general, positive perceptions of a company and the development of trust are fostered by the extent to which a company takes ethics into account in its day-to-day operations. In order to protect the interests of stakeholders by fostering and enhancing trust among them, managers are said to be required to engage in CSR initiatives [72].
Customer loyalty, which drives repurchasing, long-term relationships, profitability, and sustainability, is often measured in the sports sector through frequent attendance at events [66,67,68]. A substantial body of research demonstrates the significant relationship between corporate social responsibility (CSR) trust and loyalty to sports teams. For instance, Kim and colleagues [77] conducted a survey of 198 Korean volleyball fans to investigate the relationship between sports fans’ perceived economic and social values and team trust, as well as the impact of team trust on fan loyalty. Additionally, the study by Iglesias et al. [76] suggests that CSR affects customer loyalty directly and indirectly through enhancing participation and trust. This ultimately leads to increased customer loyalty in sports clubs, as CSR is seen as a measure of fans’ trust and loyalty [78]. Furthermore, the research of Sadeghi et al. [79] among fans indicates that team social responsibility enhances fan trust and loyalty. Finally [80], a survey of fans of four sponsored sports clubs from the Turkish Super League demonstrated that CSR has a positive impact on brand loyalty, both directly and through an improved image of the club. Collectively, the findings highlight the significance of CSR as a tool for fostering trust and loyalty among fans.
According to Misener and Babiak [81], one of the important benefits of CSR for a sports club may be the improvement of consumers’ perceptions of the club, and when customers perceive CSR actions, their minds may be occupied thinking about those actions. Moreover, Chang et al. [82] reported that CSR can also influence behavioral loyalty and trust. Companies in the field of sports emphasize their role in society and enhance the dialog with customers, thus creating a relationship based on a shared understanding and a mutually respectful interaction [12]. Overall, positive customer feedback clearly shows that CSR contributes significantly to loyalty and long-term relationships with the company [56,83].
The importance of CSR initiatives in building trust and customer loyalty has never been researched in participatory and recreational sports contexts. The paucity of data in this area represents a gap in the existing literature. The objective of this research is to address these gaps in knowledge by illuminating previously unexplored facets of participatory sport. As a result, the following hypothesizes are proposed:
H1. 
CSR social, economic, and environmental initiatives can influence trust among tennis participants.
H2. 
CSR social, economic, and environmental initiatives can influence loyalty among tennis participants.
H3. 
Trust may act as a mediator between corporate social responsibility, economic, and environmental initiatives and loyalty in the realm of recreational sports.
Additionally, the Greek-adapted version of the CSR evaluation questionnaire, originally developed by Park et al. [52], is a valid and reliable tool for measuring CSR initiatives in the context of participatory sports.

3. Materials and Methods

3.1. Sampling and Data Collection

The selection of participants was based on convenience sampling, a non-probability sampling technique. This approach was chosen for its practicality and accessibility, allowing us to efficiently collect data from the tennis club. Convenience sampling involves surveying individuals who are accessible and willing to participate, based on their accessibility within the context of the research [84]. There was a total of 250 club members, predominantly male, and aged 15 years old and above. Participants were selected regardless of their level of experience, having been involved with the club for at least six months. Knowledge of the organization’s social responsibility activities was not a disqualifying factor for completing the questionnaire. All respondents were able to see if and to what extent the tennis club was developing social or environmental activities, or if it had recently hired staff or not. On the other hand, the lack of awareness of these activities is an issue that has been discussed by other authors [34] and is a matter of good public relations and promotional actions on the part of this or any other club.
Prior contact was made with the coaches or directors of the team tennis academies operating in a Greek city in order to obtain, firstly, the permission of the coaches and participants and, secondly, the training session. Data were collected using questionnaires, which were given to the participants by the researcher after the tennis training session and did not take more than five minutes to complete. This method was selected to enhance the authenticity and reliability of the data.
The data collection period spanned the month of February 2024. Upon initiating participation in the survey, each individual received an informed consent form, which provided detailed information regarding the study. This information included details regarding the purpose of the study, the voluntary nature of participation, the measures in place for confidentiality, and the rights of the participants in the study. To confirm their understanding and consent, each individual was required to indicate their agreement before proceeding with the survey. A total of 250 questionnaires were distributed. All questionnaires were returned. The research was approved by the Ethics Committee of the Democritus University of Thrace.

3.2. Measurement Tools

The study aimed to adapt and validate Park et al.’s [52] CSR assessment scale to the Greek tennis club context. Although the original scale is well established, its adaptation to another cultural and sports context requires rigorous validation to ensure reliability and validity in measuring CSR initiatives among tennis club members. This study involves both adapting and validating the scale, followed by investigating the relationship between CSR initiatives and consumer behavioral outcomes such as trust and loyalty.
So, our questionnaire was created through a process of drawing from modifying scales that had been previously identified in the literature (refer to Table 1). Participants provided answers using a five-point Likert scale, ranging from “strongly disagree” to “strongly agree”.
CSR assessment: Park et al.’s [52] questionnaire was selected as this survey’s instrument in order to examine CSR within the context of participatory sports. This tool appears to be well suited, as the triple bottom line framework utilized encompasses the key sustainability aspects that are paramount to the field of sports and recreation (job creation, recycling in sport facilities, and the promotion of health and well-being through sport). Additionally, the questionnaire has not yet been utilized in the context of sport and leisure activities and has not undergone an evaluation in the Greek population. This offers the possibility to adapt and assess the validity and reliability of the instrument in an innovative setting and cultural context. This will facilitate the expansion of research into the field of CSR in the domain of participatory sport, thereby furnishing data to assist tennis clubs in developing and implementing effective CSR strategies. Finally, through Park et al.’s [52] questionnaire, we may ensure that all key aspects of sustainability and corporate social responsibility are covered while creating a tool that can be used in other sports and recreational activities in the future.
In order to translate and adapt the evaluation tool in Greek sport recreational participants, several steps were undertaken. It was translated into Greek using the back-translation method [85,86] and was discussed with four academics with more than ten years of experience in sports marketing and a tennis coach with much experience with the organizational aspects of sports clubs, as well. This discussion led to some minor corrections of the translated variables with the aim of making them meaningfully understood by the participants and perfectly suited to the research’s aims. To ensure the content validity of the questionnaires, two pilot studies were undertaken: (a) A pilot survey of 53 trainees aged 15 years and above in another tennis club. None of the participants expressed any concerns about the wording of the questions. Another pilot took place, surveying 180 recreational swimmers in a sports club [34]. From this data collection process, the results showed that the questionnaire operates effectively. Therefore, using a tennis club as a case study, this study aimed to further explore the dimensions of CSR, including (i) social (with 3 items, e.g., “the club strives to raise funds for social causes”), (ii) economic (with 3 items, e.g., “… attempts to create new jobs”) and (iii) environmental (with 3 items., e.g., “endeavours to participate in environmental campaigns”).
Customer trust was measured using a four-item index developed by Chaudhuri and Holbrook [61]. Filo, Funk, and Alexandris [65] have used the scale in a Greek population of fitness center customers.
Customers’ loyalty was measured using a four-item index developed by Oliver [87]. The scale has also been used in a Greek population of fitness center members and contains items such as “… continue to come for training at this specific club” [88].
Table 1. Constructs and items used in the survey.
Table 1. Constructs and items used in the survey.
ConstructsItemsReferences
Corporate social responsibility (CSR)The tennis club I am a member of….Park et al. (2015) [52]
… strives to raise funds for social causes (CSR1)
… encourages its employees/partners to participate in voluntary activities in local communities (CSR2)
… supports sports and cultural events (CSR3)
… endeavours to participate in environmental campaigns (CSR4)
… attempts to reduce waste and use environmentally friendly products (CSR5)
… tries to reduce the consumption of energy and natural resources (CSR6)
… attempts to create new jobs (CSR7)
… tries to contribute to society and the economy by investing and creating profit (CSR8)
… tries to help the economic development of the country by adding some value (CSR9)
LoyaltyHow likely do you think it is to….Oliver (1999) [87]
… continue to come to training at this club?
… make positive comments about the club to friends
… recommend the club when people ask for your opinion
… encourage friends and family to join the club
TrustHow likely do you think it is to….Chaudhuri and Holbrook (2001) [61]
… trust the club
… rely on the club
… consider the club healthy
… feel a sense of security in the club

3.3. Data Analysis

The statistical analysis was conducted in three stages. In the first stage, descriptive statistics were conducted. In the second stage, confirmatory factor analysis (CFA) using AMOS 24.0 [89] was employed to evaluate the fit indicators of the measurement model. This assessment included the examination of observed and latent factors for internal reliability with Cronbach’s alpha, construct reliability with the composite reliability (CR) index, convergent validity with the average variance extracted (AVE) value, and discriminant validity by ensuring that the square root of AVE was greater than the highest correlation of the latent construct with any other construct [90,91]. Finally, in the third stage, a mediation analysis was conducted using the PROCESS macro for SPSS 20 with Model 4 [92]. According to Hayes [92], this macro requires repeated application because it estimates direct and indirect effects for only one independent variable simultaneously. In line with this recommendation, the PROCESS macro was run three times, each time with a different dimension of corporate social responsibility as the independent variable, while the other two dimensions were treated as covariates. This methodology has support in the leisure and sport literature [73,93]. To address population skewness, a bootstrap sample of 5000 with replacement was used [94]. All significant tests for direct and indirect effects were based on a 95% confidence interval, which should not have included zero, as recommended in the relevant literature [92,94].

4. Results

4.1. Measurement Model

The assessment of the measurement model indicated an acceptable fit: χ2(242,88)/df(109) = 2,22, p < 0.001, RMSEA = 0.073, SRMR = 0.068, CFI = 0.965, TLI = 0.951. The measurement model is detailed in Table 2. Descriptive statistics revealed that all factors had moderate to high mean scores, ranging from 3.33 to 4.60. Additionally, item loadings and squared multiple correlations (SMCs) appropriately reflected the underlying latent constructs. In terms of reliability, Cronbach’s alpha indicators exceeded the recommended threshold of 0.75 [95], and the CR index ranged from 0.893 to 0.92, surpassing the acceptable 0.70 cut-off point [89]; this confirms the internal and the construct reliability.
Furthermore, AVE values ranged from 0.70 to 0.76, all well above the 0.50 threshold, indicating satisfactory convergent validity [91]. For discriminant validity, the square roots of AVE for each construct, displayed in diagonal in bold in Table 3, were higher than the correlations among latent constructs, providing evidence of discriminant validity.

4.2. Hypothesized Model

Regarding the hypothesized model, the results partially supported the study’s hypotheses. Figure 1 illustrates the model outcomes and mediating effects. Specifically, the social (β = 0.34, p < 0.01, CI = 0.31–0.05), environment (β = 0.48, p < 0.01, CI = 0.12–0.41), and economic (β = 0.31, p < 0.01, CI = 0.05–0.27) dimensions were significantly associated with trust, explaining 24% of the variance in participants’ trust on the company (R2 = 0.24, p < 0.001), supporting H3a, H3b, and H3c. The environment factor had the highest impact on trust, followed by social and economic factors with smaller loadings. On the other hand, the social (β = 0.02, p > 0.05, CI = −0.06–0.12), environment (β = −0.01, p > 0.05, CI = −0.10–0.12), and economic (β = 0.03, p > 0.05, CI = −0.05–0.10) dimensions were not positively directly associated with loyalty. Thus, H1a, H1b, and H1c were not supported. Also, the trust dimension (β = 0.50, p < 0.01, CI = 0.40 to 0.59) had a statistically significant direct impact on participants’ loyalty. Hence, H2 was supported too. Overall, the social, environment, economic, and trust independent variables accounted for the 44% of the variance in the model’s dependent variable, the loyalty dimension (R2 = 0.44, p < 0.001).
Regarding the mediating effects, for an indirect effect to be significant, the indirect coefficient must be statistically significant and the confidence interval must not include zero [92,96]. The results showed significant indirect associations only for the environment (e = 0.29, p < 0.01, CI = 0.01–0.26) and economic (e = 0.24, p < 0.01, CI = 0.02–0.20) dimensions, indicating that trust fully mediated the relationship between the environment and economic dimensions toward loyalty.

5. Discussion

The objective of this research was to adapt and implement a questionnaire for the evaluation of CSR actions in participatory sport, with a specific focus on the Greek population of participants in the sport of tennis. Additionally, the researchers sought to investigate the dynamic impact of CSR factors on consumer behavior, particularly in relation to the formation of trust and loyalty. Finally, they examined whether trust plays a mediating role in terms of participants’ loyalty to tennis clubs.
This study validates the first hypothesis since it has adapted a reliable and valid tool for measuring CSR in participatory sports. The questionnaire used is short, easy to complete, and comprehensive, giving both academics and tennis clubs’ managers great freedom to use it to collect information on both CSR actions and other aspects of consumer behavior or organizational management. Practitioners, managers, and marketers in the sport field can use it to evaluate and improve their strategies, open new perspectives, and promote social responsibility. Essentially, the successful adaptation of the questionnaire serves as evidence of CSR’s potential to enhance the holistic well-being of tennis club participants while promoting sustainable and responsible practices in amateur sport. The findings are in line with those of Park et al. [52] and Park [12], who confirmed the dynamics of the scale in different populations.
Regarding our second research question, it can be reasonably concluded that CSR activities in all areas (social, environmental, economic) have a significant impact on the trust of the club’s participants. Implementing CSR practices increases participant trust, making the club’s commitment to social responsibility critical to its overall success and strong community presence [79]. Furthermore, the incorporation of sustainable practices strengthens the long-term sustainability of the recreational club, creating a positive role model that attracts and retains participants while actively contributing to environmental conservation and social cohesion [97,98,99]. These efforts underscore the importance of CSR in the establishment of a reputable and trustworthy organization that is committed to making a meaningful impact. It can be said that the implementation of CSR actions creates a strong and sustainable sports environment by not only anticipating but also increasing the trust of tennis participants. Thus, the research is consistent with previous studies [73,100], which have shown that CSR actions significantly contribute to increasing consumers’ trust. The results of this study confirm that engaging in social, economic, and environmental responsibility is critical not only to the image and credibility of the association, but also to building a stable and lasting relationship with its stakeholders, leading to sustainability. In this way, it can be used by managers to develop initiatives that facilitate corporate social responsibility, including measures to raise awareness of environmental issues and to provide support for local communities.
As regards the third hypothesis, the research showed that the main factors influencing participants’ loyalty to the tennis club are the club’s environmental and economic CSR policies. The club’s actions in the areas of environmental conservation (the installation of recycling bins) and economic sustainability (the use of LED light bulbs) appear to have a positive impact on member loyalty. By extension, in a broader context, in a major sporting tennis event tournament such as Wimbledon or Roland Garros, the organization can incorporate corporate social responsibility (CSR) initiatives such as building environmentally sustainable stadiums and supporting local communities through sporting programs in order to enhance the fans’ trust and loyalty. Consequently, the implementation of such initiatives entails the necessity of long-term planning and continuous effort in order to achieve the objectives. It is recommended [76] that managers and marketers in the sports industry enhance the visibility and efficacy of CSR initiatives by implementing programs that acknowledge and remunerate fans’ participation in CSR activities. The process of establishing trust and loyalty among participants, fans, and sponsors is not a rapid one; rather, it is the result of a sustained and consistent commitment to the values and actions associated with corporate social responsibility [77].
In spite of this, the results showed that trust acts as a full mediator with regard to the loyalty of the members, as predicted by hypothesis four. The notion of trust as a full mediator implies that CSR can generate trust, but it does not necessarily guarantee loyalty. However, the presence of trust can be a catalyst for higher levels of loyalty. Research consistently shows that trust is an important mediator between CSR and fan loyalty in the context of sport. By fostering emotional connections and trust, Agyei et al. [37] showed that CSR initiatives increase fan loyalty. Similarly, Pivato et al. [101] emphasize that CSR activities build trust by demonstrating ethical behavior and social commitment, which leads to increased loyalty. Inoue et al. [102] also confirm that CSR efforts improve public trust and, as a result, fan loyalty. Nyadzayo et al. [78] showed that improved trust through CSR efforts leads to increased fan loyalty, further emphasizing that relationship quality, which includes trust, fully mediates the link between CSR and loyalty. Taken together, these studies underscore the critical role of trust as a mediator. They demonstrate that effective CSR practices can significantly enhance fan loyalty by improving trust. In our case, the level of loyalty exhibited by those participating in the tennis club is determined by how much they trust the club. Sport managers may choose to invest in further enhancing trust with participants by creating strategies that strengthen communication and credibility. It is essential to demonstrate how CSR actions lead to positive results in order to gain the trust of participants, which will in turn lead to greater loyalty. If participants trust the club and are convinced of the effectiveness of the club’s CSR initiatives, they are more likely to be loyal to the club. Trust is, once more, proven to be a critical factor that determines an individual’s level of loyalty and participation in sporting clubs and organizations.

Theoretical and Practical Implications

Through corporate social responsibility and sustainable development, the sustainable management of sport clubs can be achieved. Using sport to promote social responsibility and sustainability represents an opportunity both for responsible sports organizations and for those in other sectors who use sport to contribute to their communities.
The aim of our research was to develop a valid and reliable CSR measurement tool for participatory sport, as well as to investigate the dynamic impact of CSR factors on participant behavior in terms of trust and loyalty. This model integrates the dimensions of CSR and consumer behavior, providing a theoretical framework for their combined application. The results of the present study corroborate those of other researchers in professional sport on the significance of CSR, while also demonstrating divergences from previous findings in terms of participants’ consumer behavior and the role of CSR in ensuring the sustainability of sport organizations. However, further research is necessary to elucidate the integration of CSR and sustainability, particularly with regard to their impact on the overall performance of sport organizations.
It can be argued that by being aware of their CSR initiatives and applying its three dimensions (economic, social, and environmental), recreation clubs can achieve sustainable management. CSR is an accepted concept in most companies. However, the social responsibility of sport organizations is underestimated. The aim of this paper was to make these responsibilities transparent. It also aimed to overemphasize the importance of sustainability. The methodology employed in our investigation of tennis can be extrapolated to other sports clubs, such as padel academies, squash academies, 5 × 5 courts, basketball academies, etc. It would be beneficial for club managers to create an annual report on the CSR actions taken by the club and the results of these actions. In addition, sport is a social activity that attracts a large number of individuals to propose a change in the communities and to contribute to the sustainable development of society.
Consequently, sporting organizations can combine economic, social, and environmental responsibilities by maximizing the social benefits of sustainable management for society. The results of this study indicate that while CSR initiatives can enhance loyalty by creating new jobs in the economic sector, strengthening community and social relations, and protecting the environment through initiatives such as placing recycling bins in the club’s premises, renewable energy sources, and non-printing initiatives (and others), they do not appear to be effective in encouraging members’ loyalty. This presents a challenging task for recreational clubs. It is recommended that sports businesses prioritize the expectations of their members in terms of improving the quality of service provided, communication with employees, and the ethics of the club. It may be advantageous for the organization to consider the creation of an interactive digital platform through which participants could earn points or rewards in recognition of their involvement in CSR initiatives.
The study was conducted based on the perception of tennis club participants, one of the most important internal stakeholders. The perceptions of the participants in this study indicate that the most critical responsibilities of a sports organization are legal and charitable, while the dimensions of sustainability, both social and human, are highly distinct. Therefore, leisure sport clubs should increase the degree of stakeholder engagement in the area of social responsibility and their involvement in ensuring the sustainability of the organization as a basis for sustainable management. One potential solution would be to organize award events to acknowledge the most active participants and offer special privileges. Such incentives could further enhance loyalty. These strategies will facilitate the establishment of a profound and enduring relationship of trust, loyalty, and support between the club and the community.

6. Conclusions

The conclusions of this research are important for sport marketing, as they provide an effective and valid tool for measuring CSR in participatory sport. The paucity of research on this topic in the international literature implies that this study opens a new chapter in the study of CSR in participatory sport and in the evaluation of consumer behavior through CSR initiatives. Furthermore, this study highlights the importance of CSR initiatives in participatory sport and demonstrates how CSR shapes consumer perceptions and attitudes. However, CSR is an advantage for the sport organization if the club effectively communicates CSR activities to inform stakeholders and influence their perceptions [103]. Such measures will not only enhance the reputation of the company, but will also result in increased participants’ trust and, subsequently, loyalty, which in turn will contribute to the long-term stability and sustainability of the organization.
The findings are valuable to both the academic and marketing communities and can be used to strengthen existing theoretical frameworks. They can also be used as a benchmark for evaluating CSR initiatives and their impact on participatory sport. Organizations can tailor their CSR initiatives to maximize the impact on their participants’ consumer behavior. For example, highlighting the club’s social responsibility or promoting its environmental responsibility is an important way to build member trust and loyalty. In addition, a sense of belonging can be created among participants by involving community members in the club’s CSR initiatives. As a result, the quality of their overall experience and loyalty to the club are likely to increase.
Applying CSR in participatory sports has several benefits that can help promote sustainability. First, by reducing the club’s environmental impact and improving its social standing, implementing CSR can help strengthen the relationship between a club and its local community. This can lead to greater acceptance and support from the local community and community leaders.
Implementing CSR practices can also enhance the club’s or company’s image with its participants, making it more attractive and credible. Furthermore, a club that demonstrates environmental responsibility through the use of green practices, such as sustainable materials, energy-efficient equipment, and waste minimization, has the potential to attract environmentally conscious members who appreciate the club’s commitment to sustainability. By reducing operational and social risks and improving performance and competitiveness, CSR can facilitate economic growth and stability.

7. Study’s Limitations and Future Research

However, the study has several limitations that may provide opportunities for future research. Selection bias may exist because the sample may not be representative of the broader population of tennis club members or recreational sports participants. Consequently, the results may reflect the specific sample rather than the broader community. In addition, because convenience sampling relies on the availability and willingness of participants, it may over-represent certain demographic groups while under-representing others, potentially resulting in biased data that do not accurately capture the diversity of experiences and opinions within the overall population.
To address these limitations, future studies should consider using probability sampling techniques to ensure a more representative sample, thus increasing the robustness and generalizability of the findings. In addition, as Kyriakidou et al. [34] emphasize, participants may lack a full understanding of the concepts and benefits of CSR. This lack of awareness is often due to the limited visibility of these initiatives in the community. As a result, tennis clubs and similar organizations should be proactive in promoting their CSR efforts to ensure that they are visible and recognized by their stakeholders. Greater visibility can help members and participants understand and appreciate the club’s CSR activities, possibly increasing their trust and loyalty.
Future research should expand research on CSR and participatory sport to other sport organizations to investigate the more general effects of CSR on participant retention. Exploring different aspects of CSR across different sport contexts and age groups, such as social and environmental initiatives, is critical. Deeper insights can be gained by prioritizing the perspective of participants rather than fans. Furthermore, it is important to examine the differences between professional and amateur sports organizations and the impact of CSR in different cultural environments.
Consumer perceptions and reactions to CSR initiatives and their subsequent impact on consumer behavior, including brand loyalty and word-of-mouth, could be explored in further research. Research could also evaluate quality and satisfaction as mediators of loyalty as they may influence consumer relations. In addition, research into the need for and impact of CSR training for club staff and the effectiveness of different communication strategies to increase awareness and understanding of CSR programs is important. Finally, research could examine how a club’s CSR initiatives affect community cohesion, using mediators or longitudinal data to provide meaningful feedback on CSR functions.
This paper concludes with an extensive research framework for further research to corroborate findings and expand conceptual frameworks on sport’s social responsibility and sustainability.

Author Contributions

Conceptualization, G.L. and E.T.; methodology, G.L., E.T., and G.T. (George Tzetzis); validation, G.L., E.T., and T.K.; formal analysis, G.L., E.T., and T.K.; investigation, G.L. and E.T.; resources, G.L. and E.T.; data curation, T.K.; writing—original draft preparation, G.L. and E.T.; writing—review and editing, E.T. and G.T. (George Tsiotras); visualization. E.T. and G.L.; supervision, E.T., G.T. (George Tzetzis), and G.Y.; project administration, G.L. and E.T. All authors have read and agreed to the published version of the manuscript.

Funding

This research received no external funding.

Institutional Review Board Statement

The study was conducted in accordance with the Declaration of Helsinki, and approved by the Research Ethics Committee of Democritus University of Thrace (protocol code 23150/143 and date of approval: 20 December 20 2023).

Informed Consent Statement

Informed consent was obtained from all subjects involved in the study.

Data Availability Statement

The data presented in this study are available on request from the corresponding author.

Conflicts of Interest

The authors declare no conflicts of interest.

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Sustainability 16 05825 g001
Figure 1. The hypothesized model. Note: S—social, En—environental, Ec = economic, β = loading, p = level of significance, CI = 95% confidence interval Low limit–Upper limit, e = indirect effect.
Figure 1. The hypothesized model. Note: S—social, En—environental, Ec = economic, β = loading, p = level of significance, CI = 95% confidence interval Low limit–Upper limit, e = indirect effect.
Sustainability 16 05825 g001
Table 2. Confirmatory factor analysis of the measurement model.
Table 2. Confirmatory factor analysis of the measurement model.
Factors/FacetsLoadingst-ValueSMCAlphaMeanAVECR
Social 0.893.390.720.89
… strives to raise funds for social causes (CSR1)0.8711.21 ***0.78
… encourages its employees/partners to participate in voluntary activities in local communities (CSR2)0.828.36 ***0.67
… supports sports and cultural events (CSR3)0.8610.26 ***0.78
Environment 0.903.330.750.90
… endeavours to participate in environmental campaigns (CSR4)0.8812.02 ***0.77
… attempts to reduce waste and use environmentally friendly products (CSR5)0.8413.47 ***0.70
… tries to reduce the consumption of energy and natural resources (CSR6)0.8812.23 ***0.76
Economic 0.903.410.770.91
… attempts to create new jobs (CSR7)0.8813.66 ***0.71
… tries to contribute to society and the economy by investing and creating profit (CSR8)0.9216.71 ***0.86
… tries to help the economic development of the country by adding some value (CSR9)0.8213.98 ***0.67
Trust 0.914.330.700.90
… trust the club 0.8114.81 ***0.71
… rely on the club0.7911.65 ***0.69
… consider the club healthy0.8817.55 ***0.79
… feel a sense of security in the club0.8313.21 ***0.73
Loyalty 0.924.600.760.92
… continue to come to training at this club? 0.7710.23 ***0.70
… make positive comments about the club to friends0.9118.03 ***0.86
… recommend the club when people ask for your opinion0.8712.88 ***0.78
… encourage friends and family to join the club0.8813.93 ***0.79
*** significant p < 0.001.
Table 3. Latent factor correlation matrix and square roots of AVE.
Table 3. Latent factor correlation matrix and square roots of AVE.
Factors12345
  • Trust
0.837
2.
Social
0.3270.854
3.
Environment
0.4420.7890.851
4.
Economic
0.4430.7260.4680.880
5.
Loyalty
0.6560.3330.3070.3980.847
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MDPI and ACS Style

Lagoudaki, G.; Tsitskari, E.; Karagiorgos, T.; Yfantidou, G.; Tzetzis, G.; Tsiotras, G. Corporate Social Responsibility and Consumer Behavior in Sports: Exploring and Adapting a Participatory Sports Scale. Sustainability 2024, 16, 5825. https://doi.org/10.3390/su16145825

AMA Style

Lagoudaki G, Tsitskari E, Karagiorgos T, Yfantidou G, Tzetzis G, Tsiotras G. Corporate Social Responsibility and Consumer Behavior in Sports: Exploring and Adapting a Participatory Sports Scale. Sustainability. 2024; 16(14):5825. https://doi.org/10.3390/su16145825

Chicago/Turabian Style

Lagoudaki, Georgia, Efi Tsitskari, Thomas Karagiorgos, Georgia Yfantidou, George Tzetzis, and George Tsiotras. 2024. "Corporate Social Responsibility and Consumer Behavior in Sports: Exploring and Adapting a Participatory Sports Scale" Sustainability 16, no. 14: 5825. https://doi.org/10.3390/su16145825

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