Centralizing sponsorship management in multi-divisional voluntary sports clubs: a multiple case study approach

Purpose There is a growing reliance among voluntary sports clubs (VSCs) on sponsorship revenue. However, due to their organizational structure, multi-divisional sports clubs tend to approach the same companies on multiple occasions, implement inconsistent strategies, or be characterized by redundant and inefficient structures. To address these issues, multi-divisional VSCs are increasingly professionalizing their sponsorship efforts by centralizing sponsorship management. The objective of this study is threefold: first, to identify the specific components of sponsorship management that multi-divisional VSCs seek to centralize; second, to examine the different approaches adopted by such clubs; and third, to analyze the underlying causes and mechanisms driving these processes. Design/methodology/approach An exploratory case study design was applied to gain comprehensive insights into the centralization processes of three multi-divisional VSCs, with data being collected through document analysis (e.g. sponsorship reports, strategies) and expert interviews with key actors. Qualitative content analyses and visualization techniques were used to process the data. Findings The findings reveal that while multi-divisional VSCs target similar components in their centralization processes (e.g. sponsorship responsibility, sponsorship strategy/concept), they adopt varying levels of centralization. The reasons for this phenomenon are found both within the organizations themselves (e.g. available resources and network of volunteers) and in external factors (e.g. sponsors’ perception of the club). Originality/value This explorative study sheds light on the opportunities for VSCs to enhance their organizational design and the structure of their sponsorship management through the lens of (de)centralization strategies.