Exceeding Expectations: Social Responsibility in GamingDr. Jessalynn R. StraussElon University, USA @jrstrauss

My backgroundPh.D., Univ. of Oregon, 2010

Public relations, social media marketing, and corporate social responsibility in Las Vegas, Nevada

My purpose: Introduce concepts from strategic communication/organization-side

• Stakeholder theory

• Moral and ethical obligations of business and corporations

• Relationship management

Corporate social responsibility: “business and society are interwoven rather than distinct entities; therefore, society has certain expectations for appropriate business behavior and outcomes” (Wood, 1991)

Corporate social responsibility: “business and society are interwoven rather than distinct entities; therefore, society has certain expectations for appropriate business behavior and outcomes” (Wood, 1991)

Corporate social responsibility: “business and society are interwoven rather than distinct entities; therefore, society has certain expectations for appropriate business behavior and outcomes” (Wood, 1991)

Corporate social responsibility: “business and society are interwoven rather than distinct entities; therefore, society has certain expectations for appropriate business behavior and outcomes” (Wood, 1991)

1. Business and society are interwoven rather than distinct entities

“The business of business is business”

MiltonFriedman

2. Society has certain expectations...

SOCIETY

CUSTOMERSEMPLOYEES

SUPPLIERS

CUSTOMERS

COMMUNITY

ENVIRONMENT

CUSTOMERSEMPLOYEES

SUPPLIERS

CUSTOMERS

COMMUNITY

ENVIRONMENT

CUSTOMERSEMPLOYEES

SUPPLIERS

CUSTOMERS

COMMUNITY

ENVIRONMENT

SOCIETY

CUSTOMERSEMPLOYEES

SUPPLIERS

CUSTOMERS

COMMUNITY

ENVIRONMENT

CUSTOMERS EMPLOYEES

SUPPLIERS

CUSTOMERS

COMMUNITY

ENVIRONMENT

CUSTOMERSEMPLOYEES

SUPPLIERS

CUSTOMERS

COMMUNITY

ENVIRONMENT

• Fair wages • Safe working conditions • Opportunities for advancement

CUSTOMERSEMPLOYEES

SUPPLIERS

CUSTOMERS

COMMUNITY

ENVIRONMENT

What to do with stakeholders?

• Assess perceptions and (dis)satisfaction

• Dialogue

• Enhance/repair relationships

• Communication

• Action

• Prioritize/balance based on duties and obligations

What can stakeholders do for you?

• Affect reputation, legitimacy

• Lower (or raise) transaction costs

• Buy (or boycott) your product

• Pressure you to act in a socially responsible way

3. ...for appropriate business behavior and outcomes

Behavior vs. outcomes

Immanuel Kant John Stuart Mill

• Non-injury

• Beneficence

• Gratitude

• Fidelity

• Justice

Philosophical duties/obligations (Ross)

Behavior

• Good management

• Attempt to address negative externalities (problem gambling)

• Support the community

• Jobs

• Nonprofits

Outcomes

• Financially successful

• No negative impact on stakeholders

• Engaged corporate citizen

What is “acceptable”?

1. Who are our stakeholders?

2. What are our duties to these stakeholders?

3. What outcomes are we obligated to guarantee for them?

Relationship management theory

Antecedents

Antecedents

Antecedents

Antecedents

Antecedents

Antecedents

Cultivation strategies

Antecedents

Antecedents

Antecedents

Outcomes

Outcomes

OutcomesCultivation strategies

An example: labour relations

Antecedent CultivationStrategies

(Desired)Outcomes

• Employees are dependent on organization

• Jobs may be scarce

• Power dynamic

• Dialogue

• Establish trust

• Task-sharing

• Assurances

• Openness

• Satisfaction

• Low turnover

• Reduced transaction costs

• Positive goodwill

For more on cultivation strategies, see Ki and Hon (1999), “A Measure of Relationship Cultivation Strategies”

Takeaway messages

• Consider all stakeholders, not just customers/society

• Consider whether an act itself is ethical AND whether it produces an ethical outcome

• Analyze relationships and communicate accordingly with stakeholder groups

Questions? jstrauss2@elon.edu