Chapter 8: A Case Study of the Strategic Use of CSR: The American Gaming Association and the National Center for Responsible Gaming
Kate Spilde Contreras and Donald S. Siegel INTRODUCTION In recent years, academics have devoted greater attention to the strategic implications of corporate social responsibility (henceforth, CSR). The term ‘strategic CSR’ was coined by Baron (2001). Following McWilliams and Siegel (2001, p. 117), CSR is defined as instances where firms go beyond compliance and engage in ‘actions that appear to further some social good, beyond the interests of the firm and that which is required by law’. For example, an automobile manufacturer could produce ‘hybrid’ vehicles, which significantly exceed government fuel efficiency requirements. In a similar vein, a savings and loan association is said to be socially responsible when it approves a higher proportion of loans to poor or minority borrowers than required by the Community Reinvestment Act, which governs the lending practices of these institutions (Siegel and Vitaliano, 2007). Other examples of the strategic use of CSR include incorporating social characteristics or features into products and manufacturing processes (for example, aerosol products with no fluorocarbons or using environmentally friendly technologies), adopting progressive human resource management practices (for example, promoting employee empowerment) to recruit and retain employees, achieving higher levels of environmental performance through recycling and pollution abatement (for example, adopting an aggressive stance towards reducing emissions), and advancing the goals of community organizations (for example, working closely with groups such as United Way). This chapter presents a case study of the strategic use of CSR by the gambling industry. Specifically, we describe the birth and evolution of the American Gaming...
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