ABSTRACT
Sport’s potential for the creation and maintenance of social capital is well established. The role that sport business organizations (can) play in social capital formation nevertheless remains unclear and underspecified. This article seeks to establish a link between the activities executed by sport business organizations and the different species of social capital that these activities may generate. It is first argued that sport business organizations, like any other organizations, engage to varying extents in activities that are related to their social responsibilities. These activities can lead to the production of bonding, bridging and linking social capital. We extend this discussion by arguing that, dependent on the orientation of the sport business organization (profit seeking or surplus seeking), they will try to exploit opportunities in different markets for social capital that, in one way or another, will advance their business objectives. A differentiated approach to the relationship between sport business and social capital is therefore necessary.
