Sponsors’ CSR strategies in sport: A sensemaking approach of corporations established in France

•We explore sponsors’ sport-related corporate social responsibility (S-CSR).•We identify three levels of ambiguity in the strategic sensemaking process of S-CSR.•We describe seven S-CSR strategies.•We identify other factors that influence the strategic sensemaking process of S-CSR.This paper explores the perceptions and strategies of corporate sponsors established in France and involved in sport-related corporate social responsibility (S-CSR). Based on the theoretical framework of strategic sensemaking, interviews were conducted with sponsorship managers from 23 corporations involved in S-CSR partnerships with various sports properties. Each phase of the strategic sensemaking process was analyzed, resulting in the identification of three levels of ambiguity in the interpretative process: namely, perceived links between sports properties and CSR, links between S-CSR and sponsors’ own CSR, and links between S-CSR actions and the main sponsorship objectives. We described and gave evidence for seven strategies, highlighting the diversity of S-CSR rationales among sponsors. Other factors were found to influence the sensemaking process, namely sponsorship managers’ knowledge of their company's own CSR, collaboration between sponsorship and CSR departments, and the role of sports properties as sensegivers in S-CSR actions. Finally, we summarize our results in a process model of S-CSR strategic sensemaking in order to provide both sponsors and sports properties with a better understanding of the multiple possibilities for CSR leverage.