Background/Purpose. Sport organizations are continually pressured to adapt, embrace new approaches, and refine their practices in order to survive (Misener & Doherty, 2012). Much emphasis of such practices is increasingly given towards addressing their social responsibilities in an impactful way (Kihl, Babiak, & Tainsky, 2014; Walker, Hills, & Heere, 2015). Over the recent years a proliferation of studies has managed to capture these practices by drawing on the ‘umbrella’ notion of corporate social responsibility (CSR) (Breitbarth et al., 2015; Chelladurai, 2016). Indeed, empirical insights have now shed light on a number of issues. These include, but are not limited to, the strategic implementation of CSR (e.g., Babiak & Wolfe, 2009; Heinze, Soderstrom, & Zdroik, 2014); the financial benefits derived from implementing CSR (e.g., Inoue, Kent, & Lee, 2011); or the charitable foundation model of delivering community programs (e.g., Anagnostopoulos, Byers, & Shilbury, 2014; Anagnost opoulos & Shilbury, 2013; Walters & Chadwick, 2009). Much of this literature draws on the context of professional teams to examine the determinants, processes and outputs of such social involvement (Anagnostopoulos, Inoue, Kihl, & Babiak, 2016). An overlooked area in the extant CSR in sport literature, however, is the interaction between the sport federations and sport clubs for the practice of socially responsible programs. The purpose of this study, therefore, is to ‘unpack’ the interorganizational relationship in this nonprofit sport setting and to examine the implementation process for socially responsible programs. Theoretical Background. Interorganizational relationships (IORs) exist in a variety of forms such as alliances, joint ventures, supply agreements, licensing, cobranding, franchising, cross-sector partnerships, networks, trade associations, and consortia (Parmigiani & Rivera-Santos, 2011). According to Babiak and Thibault (2008), IORs in the sport setting are ...