Corporate Social Responsibility In Oman's Sports Sector: Opportunities And Challenges

Abstract

This study aims first to describe the corporate social responsibility (CSR) practices among Oman's national sports organizations, and second, to investigate the difficulties that Oman’s companies face when they try to adopt CSR program. Such aims are achieved through exploring various aspects of CSR support within the sports domain, including financial support for sporting events, budget allocation under social responsibility, the perceived potential of the sports sector, preferences for sponsoring major events, corporate support focus, and the ideal percentage of CSR allocation. The study intends to validate these viewpoints across a variety of demographic parameters, including age groupings and professional affiliations, among others. Participants in the study were 101 employees from sport sector organisation and companies in the Sultanate of Oman. According to the findings, about 60% of the respondents agree that companies in Oman sponsor major sporting events, while 55.45% believe that the sports sector is a priority for CSR. The results also indicate that more than half of the participants agree that companies faced difficulties when they try to adopt CSR programs. Furthermore, 80% of respondents agree that most corporations are directing their support more to social programs and organisations that sport ones. It can be noticed that the majority of respondents (>80%) agree that there is no specific percentage of social responsibility allocated to the sports sector and there are difficulties in the limited percentage that companies allocate from social responsibility to the sports sector. Nearly half of the respondents agree that laws and regulations of sports bodies do not contribute to attracting companies to support sports through SCR. These findings provide a complete insight of the viewpoints held by stakeholders about CSR in Oman's sports sector by highlighting the complex attitudes that exist within different age categories and professional settings. The findings of the study make it clear that CSR practices are not fixed; rather, they develop, adapt, and intersect with the ever-changing requirements of society and the sports sector. The overarching results draw attention to the fact that it is necessary for businesses to consider CSR not as a separate endeavor but rather as an essential component that is woven into the very fabric of their existence. The study goes beyond the area of theoretical discourse, and provides insights that the results are applicable to the real world for organisational leaders, legislators, and stakeholders who are invested in the synergy that exists between corporate organisations and the sports sector in Oman. It contends that CSR is not a paradigm that can be applied universally; rather, it calls for a bespoke strategy that takes into consideration the specific dynamics and goals of Oman's sports environment. To put it simply, the broad conclusions serve as a compass, directing firms toward a future, in which CSR is not merely an accessory corporate role but rather an intrinsic engine of positive change.