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Exceeding Expectations:
Social Responsibility in Gaming
Dr. Jessalynn R. Strauss

Elon University, USA



@jrstrauss
My background
Ph.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
Milton

Friedman
“The business of business is business”
2. Society has certain expectations...
SOCIETY
EMPLOYEES
CUSTOMERS

COMMUNITY
SUPPLIERS
ENVIRONMENT
EMPLOYEES
CUSTOMERS

COMMUNITY
SUPPLIERS
ENVIRONMENT
EMPLOYEES
CUSTOMERS

COMMUNITY
SUPPLIERS
ENVIRONMENT
SOCIETY
EMPLOYEES
CUSTOMERS

COMMUNITY
SUPPLIERS
ENVIRONMENT
CUSTOMERS

EMPLOYEES

COMMUNITY
SUPPLIERS
ENVIRONMENT
Fair wages
• Safe working conditions
• Opportunities for advancement
•

EMPLOYEES
CUSTOMERS

COMMUNITY
SUPPLIERS
ENVIRONMENT
EMPLOYEES
CUSTOMERS

COMMUNITY
SUPPLIERS
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
Immanuel Kant
Behavior vs. outcomes

John Stuart Mill
Philosophical duties/obligations (Ross)
•

Non-injury

•

Beneficence

•

Gratitude

•

Fidelity

•

Justice
What is “acceptable”?
Behavior


Outcomes


• Good management


• Financially successful


• Attempt to address negative
externalities (problem gambling)


• No negative impact on
stakeholders


• Support the community

• Jobs

• Nonprofits


• Engaged corporate citizen
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

Outcomes
Antecedents

Cultivation strategies

Outcomes
Outcomes

Antecedents
An example: labour relations
Cultivation

Strategies

Antecedent

•

•
•

Employees are
dependent on
organization
Jobs may be scarce
Power dynamic

(Desired)

Outcomes

•

Dialogue

•

Satisfaction

•

Establish trust

•

Low turnover

•

Task-sharing

•

•

Assurances

Reduced transaction
costs

•

Openness

•

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

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