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Possible key factors for Brazilian publicly traded companies to adopt a sponsorship strategy

Jessica Nunes de Alcântara (Departamento de Administracao e Economia, Universidade Federal de Lavras, Lavras, Minas Gerais, Brazil)
Gideon Carvalho de Benedicto (Departamento de Administracao e Economia, Universidade Federal de Lavras, Lavras, Minas Gerais, Brazil)
Sabrina Soares da Silva (Departamento de Administracao e Economia, Universidade Federal de Lavras, Lavras, Minas Gerais, Brazil)

Journal of Strategy and Management

ISSN: 1755-425X

Article publication date: 28 August 2019

Issue publication date: 18 October 2019

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Abstract

Purpose

The purpose of this paper is to identify organizational and industrial characteristics of publicly traded Brazilian firms with sport and cultural sponsorships.

Design/methodology/approach

Secondary data, as organization variables and industry level variables, were sourced from Economatica®. The data were analyzed using logistic regression.

Findings

Both size and asset profitability were associated with a sponsorship strategy. Both industry concentration and company size are positively related to both cultural and sport sponsorship strategies.

Research limitations/implications

The findings in this paper provide support to resource-based view and SPC theories. The notable limitation of the study is the reliance on non-standardized social reporting.

Originality/value

This paper fulfills an identified need to study the importance for sponsorship to companies’ performance. The adoption of sponsorship strategies has been growing in Brazil and becoming more and more important for sponsor companies’ performance and in developing these industries, sport and creative. Through culture and sports, companies try to add value to their brands, delivering a socially responsible image to the audience.

Keywords

Citation

de Alcântara, J.N., de Benedicto, G.C. and da Silva, S.S. (2019), "Possible key factors for Brazilian publicly traded companies to adopt a sponsorship strategy", Journal of Strategy and Management, Vol. 12 No. 4, pp. 429-446. https://doi.org/10.1108/JSMA-04-2018-0029

Publisher

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Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited

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