Stakeholder influence strategies in bidding for a professional sport franchise license Author Heffernan, Jackie, O'Brien, Daniel Published 2010 Journal Title Sport Management Review DOI https://doi.org/10.1016/j.smr.2010.01.007 Copyright Statement © 2010 Sport Management Association of Australia and New Zealand.. Published by Elsevier. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version. Downloaded from http://hdl.handle.net/10072/33263 Griffith Research Online https://research-repository.griffith.edu.au Stakeholder influence strategies Stakeholder influence strategies in bidding for a professional sport franchise license Jackie Heffernan and Danny O’Brien Griffith University, Gold Coast, Australia Danny O’Brien, PhD. Griffith Business School Department of Tourism, Leisure, Hotel and Sport Management Gold Coast Campus, Griffith University PMB 50, Gold Coast Mail Centre, QLD, 9726, Australia. Email:
[email protected] Ph.: +61 7 5552 8580 1 Stakeholder influence strategies Stakeholder influence strategies in bidding for a professional sport franchise license Running head: Stakeholder influence strategies 2 Stakeholder influence strategies Abstract This paper examines an application for a franchise license in Australia’s professional rugby league competition, the National Rugby League (NRL). Frooman’s (1999) typology of stakeholder influence strategies is used to analyse the negotiation of resource relationships between a Gold Coast franchise bid team and its key stakeholders. Primary data came from 12 interviews with nine key actors in the bid process; these were buttressed by secondary data. Frooman’s typology provided a useful heuristic, but did not fully account for the critical role of firm legitimacy in stakeholders’ choice of influence strategies.