348 Quest, 2010, 62, 348-363 © 2010 National Association for Kinesiology and Physical Education in Higher Education A Conceptual Model to Understand the Impetus to Engage in and the Expected Organizational Outcomes of Green Initiatives Brian P. McCullough and George B. Cunningham The purpose of this paper is to articulate a conceptual model of how and why sport organizations engage in environmentally-friendly business practices. In drawing from multiple theoretical frameworks (i.e., institutional theory, upper echelon theory, identity theory), we argue that functional, political, and social pressures are likely to positively inluence an organization to adopt green management tech- niques. These relationships are thought to be moderated by the top management team’s disposition toward environmentalism. Possible outcomes of these changed business practices include cost savings, increased competitive advantage, goodwill perceptions among consumers, and increased fan identiication. Environmental sustainability is one social cause that has taken root and main- tained itself from being an annual reminder or fad, such that it is now engrained into some sport organizations’ business cultures (King, 2008). Environmental sustainability, commonly referred to as “green initiatives,” is concerned with the “aspirations and values that continue to inspire public and private organizations to become better stewards of the environment and that promote positive economic growth and social objectives” (Environmental Protection Agency, 2008). A select set of organizations have increased their budgets to develop and implement green initiatives that reduce or offset their impact on the environment (Frost & Sullivan, 2008). Within these entities, the initiatives are not limited to a particular organi- zational unit, but rather, are fully integrated into all of their business plans (King, 2008). Unfortunately, these initiatives are not completely widespread and represent the exception more than the norm. Not surprisingly, there is a lack of understanding and reasoning why organiza- tions adapt green initiatives and, alternatively, why nonresponsive organizations abstain from adapting such changes. Indeed, a number of factors, both internal and external to the organization, might lead to such changes. For some organizations, the motivation might be primarily cost-related. For instance, programs instituted by the Philadelphia Eagles and the Seattle Mariners have been mainly motivated through economic means and the promise of future cost savings (King, 2008). For others, pressures from internal or external stakeholders have inluenced their newly formed environmental programs. By way of example, at Ithaca College, both the The authors are with the Dept. of Health and Kinesiology, Texas A&M University, College Station, TX. 348