Corporate Social Advocacy Within Sport Organizations: The Case Study of the International Olympic Committee and the Toronto Raptors

Abstract

History has shown that social movements can catalyze institutional transformation and influence organizational policies (Heydari, 2023). Movements such as #BlackLivesMatter and #MeToo- digitally born movement, decentralized, and hashtag-driven- that enabled rapid global mobilization through social media. have not only reshaped public discussion on racism, gender-based violence, and systemic inequality but have also permeated the sports world, prompting organizations and athletes to assume more active advocacy roles. Drawing from these developments and the belief that sport organizations have a responsibility to champion human rights (O'Brien et al., 2016), this dissertation explores Corporate Social Advocacy (CSA) practices within two influential sport organizations: The International Olympic Committee (IOC) and the Toronto Raptors.

The research investigates whether and how these organizations integrate CSA practices into their operations related to communication practices, and stakeholder engagement. A multi-method qualitative approach was employed, including on-line archival analysis of IOC documents sourced through the Wayback Machine, semi-structured interviews with IOC and Toronto Raptors advocacy experts. The findings reveal that both organizations have addressed societal issues - such as climate change, gender equality, refugee inclusion, LGBTQ+ rights, and anti-racism - through mission-aligned CSA efforts; a CSA approach that was revealed in this study.

The IOC's practices demonstrate a values-based approach rooted in sustainability and human rights, with advocacy communicated via digital platforms and global partnerships. Interviews with IOC experts confirmed that CSA is embedded in the organization's operations, despite cultural challenges and differing international perspectives. Similarly, the Toronto Raptors exhibit a CSA orientation, leveraging their platform to promote equity, health advocacy, youth engagement, and inclusivity. Their initiatives - often developed through cross-departmental collaboration and community partnerships - emphasize authenticity and data-driven decision-making wit implementing CSA practices.

The findings illustrate that CSA in sport is not limited to branding or reputation management but functions as a legitimate governance and strategic communication tool. The dissertation makes a significant theoretical contribution by introducing the concept of mission-aligned CSA - advocacy practices rooted in an organization's core values and operational goals. It challenges traditional CSA models focused on profit motives by demonstrating how non-profit and value-driven organizations can lead advocacy in ways that promote social change. The research also refines CSA theory by integrating elements such as public relations, policy influencing, emphasizing stakeholder engagement, cultural sensitivity, and resource mobilization. Additionally, the study outlines various communication channels that sport organizations can use to share their CSA initiatives with stakeholders. Ultimately, this study contributes to CSA scholarship by proposing a flexible, context-sensitive CSA framework that captures both the opportunities and complexities of implementing advocacy within sport management contexts.