Examining the brand relationship between a professional sport organization and its corporate social responsibility initiative

Purpose To examine how MLSE LaunchPad program participants perceive and differentiate the Maple Leaf Sports and Entertainment (MLSE) and MLSE LaunchPad brands, and how their experiences shape connections with MLSE and the professional sport franchises it also owns.Design This exploratory, qualitative study employed a critical social science perspective. In-depth semi-structured interviews were conducted with MLSE LaunchPad program participants (n = 34).Findings Participants perceived MLSE LaunchPad as a distinct, autonomous entity, with experiences shaped by its inclusive environment rather than MLSE affiliation. MLSE was viewed primarily as a resource provider, and franchise fandom operated independently, highlighting limited brand association transfer within the portfolio.Practical implications Professional sport organizations should not rely on brand affiliation alone to drive engagement in corporate social responsibility (CSR) initiatives. Instead, they should prioritize sub-brand autonomy, inclusive environments, and participant-centered programming, recognizing that meaningful impact and loyalty are built through lived experiences rather than corporate brand visibility.Research contribution This study advances sport management scholarship by integrating brand architecture into CSR and SFD contexts, demonstrating that sub-brands can develop independent identities and that brand equity transfer is not guaranteed, thereby challenging assumptions of unidirectional influence from corporate sport brands to community initiatives.