Comparative analysis of Bologna FC and Malmö FF through the lens of translation theory
| Dimension | Bologna FC | Malmö FF |
|---|---|---|
| Translation Logic | Outside-in: Sustainability adopted in response to external pressures | Inside-out: Sustainability developed as part of intrinsic club values |
| Primary Motivation | Extrinsic: Driven by marketing, reputational and regulatory incentives | Intrinsic: Rooted in historical mission and community engagement |
| Initial Activities | Youth and CSR events focused on fan engagement and loyalty building | Football and Career Academies with educational and social aims |
| Evolution Over Time | Reactive: Adjusted to COVID-19 and UEFA mandates | Proactive: Strategically expanded social programmes and partnerships |
| Role of Regulation | Key driver of change in Phase 3; prompted formalisation of practices | Supplementary role; regulations aligned with existing commitments |
| Organisational Structures | Sustainability unit created post-2022; integrated in marketing | Dedicated unit (“MFF in Society”); sustainability ambassadors across departments |
| Reporting Practices | Ad hoc communication via website; full reports under development | Formal sustainability reports since 2021; strategic and detailed |
| Use of KPIs | Limited use; internally tracked but not publicly shared (yet) | Integrated with SDGs; used for external and internal accountability |
| Strategic Integration | Low: Sustainability remains peripheral to core mission | High: Social sustainability embedded in identity and strategic goals |
| Role of Local Context | Moderate: Local needs acknowledged, but actions driven externally | Strong: Deeply intertwined with city governance and societal development |
| Dimension | Bologna FC | Malmö FF |
|---|---|---|
| Translation Logic | Outside-in: Sustainability adopted in response to external pressures | Inside-out: Sustainability developed as part of intrinsic club values |
| Primary Motivation | Extrinsic: Driven by marketing, reputational and regulatory incentives | Intrinsic: Rooted in historical mission and community engagement |
| Initial Activities | Youth and CSR events focused on fan engagement and loyalty building | Football and Career Academies with educational and social aims |
| Evolution Over Time | Reactive: Adjusted to COVID-19 and UEFA mandates | Proactive: Strategically expanded social programmes and partnerships |
| Role of Regulation | Key driver of change in Phase 3; prompted formalisation of practices | Supplementary role; regulations aligned with existing commitments |
| Organisational Structures | Sustainability unit created post-2022; integrated in marketing | Dedicated unit (“MFF in Society”); sustainability ambassadors across departments |
| Reporting Practices | Ad hoc communication via website; full reports under development | Formal sustainability reports since 2021; strategic and detailed |
| Use of KPIs | Limited use; internally tracked but not publicly shared (yet) | Integrated with SDGs; used for external and internal accountability |
| Strategic Integration | Low: Sustainability remains peripheral to core mission | High: Social sustainability embedded in identity and strategic goals |
| Role of Local Context | Moderate: Local needs acknowledged, but actions driven externally | Strong: Deeply intertwined with city governance and societal development |