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European football under close scrutinyresulting from sport governing bodies” (p.76), of activeprevention against “criminal activities around football,money laundering and trafficking of young players”(p.81), that of “the fight against racism andxenophobia” (p.83) and doping. As Arnaut highlights:“two important features need to be taken into account:the rapid and irreversible trend towardscommercialisation of sport and at the same time thedevelopment of the European Union into a widerpolitical, economic and legal structure…” (p.9).Therefore we can say that the pressure of the politicalsphere on ethical questions will be major: “politicalbodies have both the duty and the legal means to playtheir part in finding the appropriate solutions (p.10)”.The setting up of ethical codes is strongly advised: aEuropean code of corporate governance for clubs,procedures to help establish best practice, and atransparent system for transactions related to playertransfers.Facing political pressures and public demands,sporting authorities, particularly in football, mustintegrate the ethical dimension into their marketingfunction. However, talk is not enough. Authorities arecriticised for favouring talk over action. To act meansto set up real actions, like restoring sport’s educationaland social role through the creation of foundations incharge of integrating underprivileged youths ordisabled people. Moreover, clubs and players shouldbe obliged to develop partnerships with privateorganisations that respect certain moral standards,such as being against child labour and respectinghuman rights.In this return to the ‘grass roots’ of the game,sporting authorities, federations, clubs and players willno longer be able to form a deliberate strategy but willbe forced to adhere to a given logic. An ethicaldimension is required by powerful stakeholders inagreement with the European model of the sport. Inthe event of a contravention, the market of consumers– citizens and the sporting public – will be obliged tosanction any ethical infringement.Stakeholder theory would contribute to thedevelopment and true improvement of Europeanfootball’s governance: its governing bodies, multinationalgroups, the business world, consumers, fans, and more(Rossouw, 1994; Mercier, 2001). In spite of its limitsand unfinished state, this paradigm provides aninteresting basis for a study of corporate managementenvironment, in particular those corporations that arespread out over several geographical locations (Beji-Becheur & Bensebaa, 2004)In 2007, new UEFA president Michel Platini said:“Many sporting people want to defend certain sportingvalues and protect the values that we knew. I’m notagainst business at all, but if business takes footballhostage then we risk losing everything.” This could beconsidered as a symbol of necessary return tofootball’s fundamental ethics.© 2009 International Marketing ReportsBiographiesChantal Rouvrais-Charron is a lecturer at theUniversity of Caen in Normandy, France, and teachesmarketing. Her research interests focus on ethicalattitudes of sporting organisations and their effects onstakeholders.Christophe Durand is a lecturer at the University ofCaen in Normandy, France, and has masters degree insports management. He teaches professional sportseconomics, team sport league regulation and mainevents organisation.RESEARCH PAPER● APRIL 2009 ● International Journal of Sports Marketing & Sponsorship241
European football under close scrutinyRESEARCH PAPERReferencesAaker, D.A. (1994) Le Management du Capital Marque. Paris:Dalloz.Addis, M. & Podesta, S. (2005) Long life to marketing research:a post-modern view, European Journal of Marketing 39,386-412.Andreff, W. (2000) Financing modern sport in the face ofsporting ethics, European Journal of Sport Management 7, 5-30.Barrientos, S. (2000) Globalization and ethical trade: assessingthe implications for development, Journal of InternationalDevelopment 12, 559-570.Bayle, E. & Durand, C. (2004) Ethique sportive et stratégieidentitaire des organisations historiques du mouvement sportif, inCarpentier, F. (ed.), Le sport est-il éducatif? (pp.185-215).Rouen: Presses Universitaires de Rouen.Beji-Becheur, A. & Bensebaa, F. (2004) Responsabilité socialedes entreprises: acceptabilité, crédibilité et légitimité despratiques, 13ème conférence de l’AIMS, fromhttp://www.strategie-aims.com/Normandie04/default.htmBrohm, J.-M., Perelman, M. & Vassort, P. (2004) Les hérosmythifiés de l’Olympisme, from http:// www.mondediplomatique.fr/2004/06/BROHM/11262Canto-Sperber, M. (2001) L’Inquiétude Morale et la VieHumaine. Paris: Presses Universitaires de France.Caroll, A.B. (1979) A three-dimensional conceptual model ofcorporate social performance, Academy of Management Review4, 497-506.Caroll, A.B. (1989) Business and Society: Ethics andStakeholder Management. Cincinatti, OH: South Western.Caroll, A.B. (1999) Corporate social responsibility: evolution of adefinitional construct, Business and Society 38, 268-295.Courrent, J.-M. & Mercier, S. (2000) La formalisation del’éthique en gestion: une analyse critique, 9ème conférence del’AIMS, from http://www.strategieaims.com/aims2k/Aims2000.htmCova, B. (1995) Au-delà du Marché: Quand le Lien ImportePlus que le Bien. Paris: L’Harmattan.Cova, V. & Cova, B. (2001) Alternatives Marketing. Paris:Dunod.Cova, B. & Louyot-Gallicher, M.-C. (2006) Innover enMarketing. Paris: Lavoisier.Crane, A. & Desmond, J. (2002) Societal marketing andmorality, European Journal of Marketing 36, 548-569.Cui, G. & Choudhury, P. (2003) Consumer interests and ethicalimplications of marketing: a contingency framework, The Journalof Consumer Affairs 37, 364-387.Desbordes, M. (ed.) (2001) Stratégie des Entreprises dans leSport. Paris: Economica.Durand, C. & Rouvrais-Charron, C. (2006) L’éthique sportiveinternationale, Revue Française du Marketing 208, 61-74.François-Lecompte, A. & Valette-Florence, P. (2006) Mieuxconnaître le consommateur socialement responsable, DécisionsMarketing 41, 67-79.Gabriel, P. (2003) Le marketing comme moyen de légitimationdes entreprises dans une perspective de développement durable,Décisions Marketing 29, 67-76.Gaski, J.F. (1999) Does marketing ethics really have anything tosay? A critical inventory of the literature, Journal of BusinessEthics 18, 315-334.Gond, J.-P. (2003) Performance sociétale de l’entreprise etapprentissage organisationnel: vers un modèle d’apprentissagesociétal de l’entreprise, 12ème conférence de l’AIMS, fromhttp://www.strategie-aims.com/tunis/default.htmHetzel, P. (2002) Planète Conso. Paris: Editions d’Organisation.Holbrook, M. & Hirschman, E. (1982) The experiential aspectsof consumption: consumer fantasies, feelings and fun, Journal ofConsumer Research 9, 132-139.Kapferer, J.-N. (1996) Les Marques – Capital de l’Entreprise.Paris: Editions d’Organisation.Langlois, S. (2002) Nouvelles orientations en sociologie de laconsommation, L’année sociologique 52, 83-104.Le Goff, J.-P. (1995) Le Mythe de l’Entreprise. Paris: La Découverte.Le Tourneau, P. (2000) L’Ethique des Affaires et du Managementau 21ème Siècle. Paris: Dalloz.Levy, M. (2003) Enjeux et limites de la communicationresponsable, La revue des marques 43, 34-38.Louart, P. (1999) Déontologie; Ethique; Règles, in Leduff, R.(ed.), Encyclopédie de la Gestion et du Management, p.367.Paris: Dalloz.Madsen, H. & Ulhoi, J.P. (2001) Integrating environmental andstakeholders management, Business Strategy and theEnvironment 10, 70-88.Maignan, I. & Swaen, V. (2004) La responsabilité sociale d’uneorganisation: intégration des perspectives marketing etmanagériales, Revue Française du Marketing 200, 51-65.Mercier, S. (1999) L’Ethique dans les Entreprises. Paris: LaDécouverte et Syros, n°263.242 International Journal of Sports Marketing & Sponsorship ● APRIL 2009 ●
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Page 26 and 27: Team attributes, identification and
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