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There is a dearth of sport marketing research investigating the strategic potential of socially responsible sport marketing practices for organizations in the sport management industry. Despite the more recent focus on this the emergent topic within marketing literature, there is a lack of application of cause-related marketing (CRM) and social marketing (SM) strategies in the sport marketing context. Furthermore, these strategies are often confused with corporate social responsibility (CSR). The main purpose of this study was therefore to investigate the adoption of CRM and SM marketing strategies by professional sport organizations (PSOs) in South Africa. An interpretivist philosophy and qualitative approach was adopted for the study, which centered on in-depth interviews conducted with key individuals from six South African PSOs. The findings revealed encouraging evidence of South African PSOs engagement in CRM and SM activities. However, it also revealed that the strategic potential of these elements were not leveraged, mainly due to a lack of understanding of these concepts. The differences and similarities between CRM and SM are identified, according to practitioner understandings. The study contributes to sport marketing literature and practice by proposing a conceptual framework to guide the effective planning and execution of strategic CRM and SM campaigns by PSOs. This framework can assist PSOs to engage in social responsible marketing approaches to improve their marketing performance while maintaining socially responsible business practices. [ABSTRACT FROM AUTHOR]