jessalynn strauss. exceeding expectation: social responsibility in gaming
DESCRIPTION
Jessalynn Strauss. Exceeding Expectation: Social Responsibility in Gaming Session 6B Presented at the New Horizons in Responsible Gambling Conference in Vancouver, January 27-29, 2014TRANSCRIPT
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? [email protected]