Corporate Social Responsibility Factors in Market Share and Financial Performance Improvement

Corporate Social Responsibility Factors in Market

Share and Financial Performance Improvement

Section 1: Foundation of the Study

Since the 1960s, the idea of organizations having social responsibilities to a

variety of stakeholders has gained acceptance in academic, social, and corporate arenas

(Wang, Tong, Takeuchi, & George, 2016). Scholars have reported inconsistent

research results when examining the relationship between corporate social

responsibility (CSR) efforts and corporate financial performance (Servaes & Tamayo,

2013). The inconsistencies in research results necessitate additional research into the

financial and social benefits of CSR strategies (Miller, 2016). Further academic inquiry

is a practical way to increase the level of knowledge and understanding of the

relationship between corporate social responsibility and corporate financial

performance (Cheng, Ioannou, &

Serafeim, 2014).

Background of the Problem

My primary focus in this study was CSR. There has been a great deal of research

related to CSR, the influence it has on corporate competitiveness, and the effects of CSR

on corporate financial performance (CFP). Trudel and Cotte (2013) revealed that some

scholars argue that funds spent on CSR initiatives impose an undue cost on corporations

and hinder companies from fulfilling their duties to shareholders, which is to maximize

profit shares.

CSR was a concept created by the demands of consumers and increasing

governmental regulations (Miller, 2014). Some scholars describe CSR as an

obligation that corporations have to communities, citizens, stakeholders, and the

environment

(Bellows, 2012). Pimple (2012) defined CSR as the actions and practices performed by

organizations that include ethical business practices, environmental stewardship, and

contributions to the improvement of the surrounding community. Despite lacking a

universally accepted definition, CSR has become an important part of the branding

process for most companies today. Successful CSR strategies increase a company’s

competitiveness (Boulouta & Pitelas, 2014).

There are many facets of CSR that include ethical business practices,

minimizing effects on the environment, and contributions to the betterment of the

surrounding community. CSR has become a part of the branding process for many

companies today.

Aside from its effect on branding, CSR increases a company’s competitiveness

(Boulouta & Pitelas, 2014). However, integrating CSR into the company’s corporate

identity poses several challenges, as CSR is not always compatible with a company’s

existing corporate values or core principles (Schmeltz, 2012).

Problem Statement

The integration of social and environmental management into core business

processes leads to better profit margins (Ameer & Othman, 2011). An Accenture study

concluded that 93% of CEOs in leading corporations around the world recognize CSR as

an imperative corporate function vital to success (Osagie, Wesselink, Blok, Lans, &

Mulder, 2014). The general business problem is that some corporate leaders lack

knowledge of CSR strategies to improve CFP. The specific business problem is that

some Native American corporate leaders lack CSR strategies for improving market share

and

CFP.

Purpose Statement

The purpose of this qualitative multicase study was to explore the CSR strategies

that corporate leaders have deployed to improve market share and enhance CFP. The

specific population was corporate leaders of three Native American owned companies

that have implemented successful CSR strategies to improve market share and financial

performance. The location of these companies was in the Midwestern area of the United

States, including Kansas, Missouri, and Oklahoma. This case population was appropriate

because it encompasses the second largest concentration of Native American tribes in the

United States.

The contribution to social change might include enhanced social benefits to the

surrounding communities in which these companies practice corporate philanthropy.

Pimple (2012) stated that improving the efficacy of CSR initiatives could increase

business competitiveness while serving as a social benefit by promoting growth and

development within the community, voluntarily abolishing business practices harmful to

the environment and consumers, and enhancing efforts to preserve local and global

environments.

Nature of the Study

The appropriateness of the research method depends on its relationship to the

research question (Jootun et al., 2009). I selected a qualitative approach for this study.

The qualitative method is holistic and interpretive, which enables researchers to

explore the meaning and develop interpretations of individual experiences (Birchall,

2014). The qualitative methodology was the most appropriate choice for this study.

Birchall (2014) stated that qualitative methodology provides researchers the

opportunity to explore and understand the contexts and settings in which stakeholders

addressed the business problem through the extraction and interpretation of personal

experiences. The quantitative method would have been appropriate if I had attempted

to quantify attitudes or opinions or endeavored to identify the collective strength of

multiple variables. However, this was not my goal. My objective was to explore pre-

existing cases that exemplify successful CSR initiatives, strategies, and business

processes. The mixed method was not appropriate because it would have required a

larger sample size. The modest number of Native American-owned businesses in

America is not large enough to meet the requirements of a mixed method or

quantitative method of study.

I used a multicase study design for this study. I did not select a narrative design

because a narrative study is more suitable for studying the experiences of individuals.

Rather, I examined cases in which Native businesses realized a positive return after

developing strategies and processes for engaging in CSR efforts. An ethnographic

design was not appropriate for this study because an analysis of a culture-sharing group

and common themes within that group was not the focus of my research. Researchers

use case studies in a variety of fields of learning (Mariotto, Pinto Zanni, & De Morales,

2014). Marriotto et al. (2014) defined a case study as a detailed description of a

management situation. Conducting a case study is appropriate to for exploring and

interpreting rich qualitative evidence (Eisenhardt & Graebner, 2007).

Research Question

The central research question for this study was: What CSR strategies do

Native American corporate leaders, in mid-western America, use to increase market

share and financial performance?

Interview Questions

1. What organizational CSR strategies has leadership put in place?

2. Why has leadership chosen those strategies?

3. How does your company view CSR?

4. Why does your company view CSR that way?

5. What social causes does your company support?

6. Why does your company support those social causes?

7. How has your organization invested in CSR since its conception?

8. How have your CSR strategies evolved over time?

9. What indications exist to show that your investments in CSR have had a positive

effect on your organization’s financial performance?

10. How does your organization promote its CSR efforts or outcomes to the public?

11. How does your CSR strategy incorporate the core values of your organization?

12. How did your organization integrate CSR strategies into its core values and

identity?

13. What other piece of information regarding CSR strategies at your corporation

did I miss that you would like me to have?

Conceptual Framework

In his book, Strategic Management: A Stakeholder Approach, Freeman (1984)

explained the core concept of stakeholder theory is that leaders who efficiently manage

stakeholder relations are more competitive and experience better performance rates.

Freeman (1984) created stakeholder theory to examine the relationship between an

organization and both internal and external stakeholders. Internal stakeholders include

employees, managers, stockholders, and owners. External stakeholders consist of

suppliers, creditors, society, the government, customers, and the surrounding

community. The focus of the stakeholder theory framework is the influence of

organizational relationships with internal and external stakeholders on corporate

strategies, business procedures, and operations. The American Law Institute reaffirmed

that interdependencies between internal and external stakeholders are a natural

occurrence in corporations in their report regarding corporate philanthropy (American

Law Institute, 1992). Furthermore, the report explicitly states that firms must consider

ethics and philanthropy regardless of expected corporate profits and shareholder gains

(American Law Institute, 1992).

Stakeholder theory aligned with this particular study because scholars have

established connections between this theory and the examination of CSR and

sustainability (Ayuso, Rodríguez, García-Castro, & Ariño, 2012). Brown and Forster

(2013) determined that the integration of stakeholder and CSR perspectives within the

strategic plan for daily activities increase a corporation’s ability to respond effectively to

stakeholder needs even when the needs of different stakeholder groups compete with one

another. Furthermore, stakeholder theorists have established that the success and viability

of a company are dependent upon the ability for that company to balance profit

maximization and social performance (Usman & Amran, 2015).

Operational Definitions

Business ethics (BE). Pimple (2012) described business ethics as a code of

principles, both written and unwritten, that guide and govern each organization’s

decisions or actions. Organizations integrate this form of applied ethics into

organizational culture along with CSR. There is a significant relationship between BE

and CSR. Business ethics policies assist firms in limiting legal liability while conveying

to the public that the firm is a moral corporate citizen and increasing corporate

legitimacy

(Zheng et al., 2014).

Corporate financial performance. According to Sun (2012), corporate social

responsibility is significantly associated with positive financial performance. Engaging in

socially responsible behaviors reduce risks, improves stakeholder relationships, and

contributes to wealth maximization. Waddock and Graves describe the relationship

between CSR and CFP as cyclical, in that better financial performance leads to greater

future CSR efforts and increased CSR performance also leads to enhanced financial

performance (1994).

Corporate philanthropy. Kabongo et al. (2013) broadly defined corporate

philanthropy as the act in which corporations donate a portion of their profits or

resources to non-profit organizations. Corporate philanthropy is a phenomenon

increasing in importance globally despite the recent financial crisis affecting the

economies all over the world (Gautier & Pache, 2015). Corporate philanthropy has

become a significant business strategy requiring focus and discipline to be effective.

Adopting CSR through programs that emphasize community support, youth education

and health, and overall philanthropic giving has a positive effect on areas of consumer

behavior (Walker & Kent, 2013).

Corporate social performance (CSP). Corporate social performance illustrates

the application of a corporation’s social responsibility principles, policies, and

procedures through visible social responses (Wood, 1991). Corporate social performance

is also a model that measures a firm’s level of CSR by the resulting social outcomes of

three different levels: institutional, organizational, and individual (Wood, 1991). The

exploration of CSP framework concerning humanistic management revealed that

companies promote CSR at the individual level by humanism, as manifested through

managerial discretion (Arnaud & Wasieleski, 2014).

Corporate social responsibility. Corporate social responsibility is a form of

corporate self-regulation integrated into a company’s business model and organizational

culture (Pimple, 2012). Corporate social responsibility refers to responsibilities towards

stakeholders, the surrounding community, consumers, and the local environment

(Bellows, 2012). Rakotomavo found evidence that suggests CSR investments do not

detract from shareholder dividends (2012). However, CSR efforts do lower the cost of

equity, which may increase the value of a firm’s stock (Rakotomavo, 2012).

Additionally, CSR provides the corporate benefit of increased competitiveness (Boulouta

& Pitelas,

2014).

Corporate social responsibility theory. Corporate social responsibility theories

encompass four dimensions relative to profits, political performance, social demands,

and ethical values (Garriga & Mele, 2004). Corporate social responsibility theory

contained outlines of the social responsibilities that firms shoulder and described in

which organizational leaders should focus activities both internally and externally

(Sheedy, 2011). Corporate social responsibility theory ascertains that companies utilize

business policies and decision-making processes that produce benefits for society

(Bellow, 2012).

Stakeholder. Freeman (1984) described a stakeholder as groups or individuals

who may affect or suffer the effect of the achievement of a corporation’s purpose.

Stakeholders may include customers, employees, non-stockholders, and the community

in which the organization operates (Stuebs & Sun, 2015). According to Mainardes,

Alves, and Raposo; the six stakeholder classification types include a regulator, controller,

partner, passive, dependent, and non-stakeholder (2012). Researchers also acknowledge

investors and the media in the broad set of internal and external stakeholders associated

with an organization (Riad Shams, 2015).

Stakeholder theory. This approach resulted from the idea that there exists a social

contract between organizations and society (Donaldson & Preston, 1995). American Law

Institutes echoes this notion in a report, which stated that modern corporations naturally

create interdependencies between internal and external stakeholders (1992).

Organizations must consider ethics and philanthropy even if corporate profits and

shareholder gains are not enhanced (American Law Institute, 1992).

Assumptions, Limitations, and Delimitations

Assumptions

Leedy and Ormrod (2013) defined assumptions as unverified facts that

individuals consider true. Assumptions carry an amount of risk that requires

consideration when interpreting the effect of research results. The assumptions

associated with this research study included the premise that the participants engaged in

honesty in their questionnaires when discussing the strategies utilized and the level of

success the corporate leader has achieved. The corporate leaders in this study were

encouraged to identify, describe, and explain the corporate social responsibility strategies

improving the market share and financial performance of their company. My assumption

of truthfulness carries considerable weight. My second assumption was that the

geographical area selected would provide the best data for this research study due to the

concentration of Native

American-owned businesses.

Limitations

Moustakas defines limitations as the uncontrollable influences and conditions

relative to the study in question (1994). Limitations are present in every investigation

(Connelly, 2013). Interpreting this qualitative multicase study occurred with the

following limitations in mind: due to the particular sample population including only

Native American-owned businesses located in the Midwestern region of the United

States, I am unable to ensure the same outcomes in alternate organizations located in

different areas. Another limitation stems from the limited amount of research studies on

the topic of CSR strategies in Native American businesses. I recommend future

research into the utilization of CSR strategies to improve financial performance and

market share, not only in Native American businesses, but in various types of

organizations as well.

Delimitations

Research study delimitations refer to the restrictions, bounds, and scope

associated with any presented study (Perry, 2012). The purpose of this study was to

explore the CSR strategies successfully employed by Native American corporate leaders.

The focus of this exploration was on the ideas and views of the corporate leaders

themselves. Therefore, I did not analyze stakeholder perceptions in any way. The

perceptions of external stakeholders were outside of the scope of this qualitative

multicase study.

Significance of the Study

Organizational leaders focus time and investments on maximizing market share

and enhancing financial performance. Therefore, organizational leaders need to identify

the CSR strategies to improve market share and financial performance. The findings of

this study might make a significant contribution to business practice by providing leaders

with the necessary means for identifying and addressing the CSR strategies most

effective in the market in which they operate. Identifying vital CSR strategies can aid

and support leaders in creating successful CSR investments in areas that provide the

most benefit to stakeholders and shareholders alike. The implications for positive social

change include the potential to provide significant knowledge to organizational leaders

conducive to providing benefits to communities through improving market share and

enhancing financial performance.

A potential contribution to business practice is the identification of successful

CSR strategies as major contributors to financial results and may encourage more

businesses to increase their investments within their local communities. A significant

positive effect on the role that organizations play in the collective good of local

communities may occur. Such a role change could potentially enhance the benefits

experienced by the communities in which organizations operate on a global scale.

Additionally, further research into successful CSR strategies may enable analysts to

explain and measure the relationship between the strategic business elements

corporate social responsibility and corporate financial performance. These two factors

are becoming increasingly imperative to an organization’s competitive advantage.

Implications for Social Change

The implications for social change in this study would be to explore the

strategies of CSR that may affect the overall performance of an organization.

Researchers hypothesize that companies are more likely to engage in CSR if strategies

are likely to enhance market share and profit margins are clearly identified (Cai, Jo, &

Pan, 2012).

Defining a successful CSR strategy within Native-owned casinos may transform

leadership practices, increase social performance, and enhance social atmospheres. An

improvement in corporate social performance will increase business competitiveness

while serving as a social benefit by “encouraging community growth and development,

voluntarily eliminating business practices that harm the public,” and enhancing efforts to

preserve local and global environments (Pimple, 2012, p. 761).

A Review of the Professional and Academic Literature This literature

review is an analysis of the current body of knowledge about stakeholder theory, CSR,

and several other relative concepts presented in this study. This literature review

consisted of peer-reviewed journal articles, scholarly books, government documents, and

philanthropy data derived from corporate surveys or questionnaires. The databases that I

utilized included ABI/INFORM Complete, EBSCO, ProQuest, SAGE, and Emerald

Management. Keywords such as corporate social responsibility, corporate social

performance, corporate philanthropy, business ethics, stakeholder theory, corporate

social responsibility theory, and corporate financial performance, were instrumental in

locating relevant resources. An in-depth examination of these resources confirms the

validity of the findings of this study.

Table 1

Source Identification and the Accountability Table

Titles References (within last 5 Total % Percentage of years from anticipated

References Each Source

graduation (2013-2017) Type

Books 3 2 5 4.7%

Recent Older than

5 years

Dissertations 0 0 0 0

PeerReviewed

Articles 88 12 100

93.4%

Web Pages 0 0 0 0

Other

Sources 2 0 2 1.9%

Total 93 14 100%

Peer reviewed 93.5%

I used a conceptual format to organize this literature review. I began this review

by providing a comprehensive critical analysis and synthesis of the literature focusing on

the conceptual framework utilized in the study, followed by a discussion of potential

themes and phenomena. Secondly, I analyzed research surrounding the core concepts

CSR, CSP, and CFP. In addition, I examined literature regarding Native American

commerce, Native American gaming operations, and the CSR strategies used in Native

American business procedures. Finally, I inspected the governmental regulations that

affect Native business operations and Native-owned gaming establishments.

Corporate Social Responsibility Theories

One major theme in the literature about CSR is that companies who seek to

improve their community do well in business as a result (Boulouta & Pitelas, 2014).

Contrasting themes indicated that the primary focus of a business should be to increase

profits and that CSR investments conflict with that goal (Byerly, 2013). Bellow (2012)

argued that efforts to be a good corporate citizen not only benefits society as a whole, but

also provides significant benefits for the company. Bellow (2012) suggested that

innovation could serve as a factor in ensuring that company and social benefits align.

There are several theories utilized by researchers studying CSR. These

approaches vary based upon the level of analysis and the aspect of CSR examined.

Scholars’ exploring CSR at the institutional level employ institutional theory (Aguinis &

Glavas, 2012). Alternatively, researchers analyzing CSR at the individual level apply

organizational justice, social influence, needs, and self-determination theories (Rupp &

Williams, 2011). Furthermore, scholars concentrating on the organizational level tend to

select resource-based view of the firm theoretical frameworks (Barney, Ketchen, &

Wright, 2011).

I examined institutional theory and stakeholder theory to provide a comparison of

theories used in similar studies. The focus of this study was on the CSR strategies that

corporate leaders in Native casinos use to enhance financial performance and market

share. I employed stakeholder theory because of its suitability and the cultural

motivations related to this analysis.

Stakeholder theory. Stakeholder theory is a comprehensive generalized method

that has the dual purpose of explaining the structure and operation of a corporation and

serving as a primary guide for the business itself (Donaldson & Preston, 1995).

Mansell (2013) stated that stakeholder theory plays a significant role in exemplifying

the importance of theorization about the social responsibilities of organizations.

Scholars proposed that through stakeholder theory, organizations have a moral duty to

operate as socially responsible entities even though the underlying goal of a company

is to maximize profits (Brown & Forster, 2013; Luethge & Han, 2012). Donaldson and

Preston (1995) viewed the corporation as an entity in which numerous internal and

external stakeholders accomplish various purposes.

Scholars also use stakeholder theory as a framework to examine stakeholder

management (Walley, 2013). This approach identifies the significance of relationships

between organizations and stakeholders, noting that these relationships influence the

sustainability and level of success experienced by the company (Hill & Jones, 1992;

Stueb & Sun, 2015). Stakeholder theory applies to any organization; however, each

institution needs to conduct an individual examination to determine which stakeholders

exist (Spence, 2016). Managing the conflicting agendas of stakeholders is imperative to

the success of project management. Stakeholder theory correctly includes suggestions

that the sustained success and existence of an organization is dependent on the

unceasing support and approval of stakeholders (Luethge & Han, 2012). Companies

risk losing societal legitimacy when they neglect to incorporate stakeholder concerns

with strategic outlook (Brower & Mahajan, 2013).

Epstein and Buhovac (2014) also found that improving stakeholder relations by

addressing social, environmental, and economic issues imperative to those

stakeholders improves business profitability and sustainability. Ayuso, Rodríguez,

García-Castro, and Ariño (2012) stated that stakeholder theory has connections with

literature examining CSR and sustainability. Usman and Amran (2015) established

that the longevity and sustainability of an organization are reliant on a successful

balance between profit maximization and social performance. Chabrak (2015)

suggested that corporate managers focus more than ever on equally attending to all

stakeholders to maintain effective relationship management.

Greenwood (2007) also applied stakeholder theory to the analysis of political

implication associated with stakeholder management. Walker (2013) explored the use of

stakeholder relationship management to affect and moderate regulatory processes.

Furthermore, Walker (2009) suggested that the application of stakeholder theory

emphasizes how organizations employ grassroots lobbyists to strengthen personal

political, social, and economic interests.

Finally, Mansell (2013) discovered a substantial intersection between

stakeholder theory and CSR. Stakeholder theory incorporates the idea that CSP

activities are necessary to respond to stakeholders, enhance corporate reputation, and

increase productivity supporting the presence of a positive relationship between

stakeholder theory and CSP (Inoue & Lee, 2011). Similarly, Huang and Yang (2014)

utilized stakeholder theory to confirm a significant positive CSP-CFP relationship.

The importance of stakeholder identification. Stakeholder identification is an

action that requires an organization to recognize key stakeholders who can affect

organizational activities and who are affected by the activities of an organization

(Freeman, 1984; Kumar, Rahman, & Kazmi, 2016). Managing stakeholder relationships

is imperative to the success of any corporation. Gil‐Lafuente and Paula (2013) stated

that building sustainable relationships with stakeholders begins with stakeholder

identification. Many companies prefer that a specific department handle the

identification of stakeholders while others task managers with this duty. Hill and Jones

(1992) and Stueb and Sun (2015) confirmed that relationships with stakeholders play a

significant role in the sustainability of an organization through the lens of stakeholder

theory (Hill & Jones, 1992; Stueb & Sun, 2015).

The basis of this review of the literature surrounding stakeholder identification is CSR

strategy. Most researchers agree upon the importance of stakeholder identification and

categorization. However, researchers have not adopted one universal identification or

classification approach (Kumar et al., 2016). Much of the current literature surrounding

stakeholder identification relied upon previously developed theories (Walley, 2013).

Some studies utilized a managerial perspective approach in which managers personally

identified key stakeholders based upon their perception of the stakeholder’s influence

(Kumar et al., 2016). Byerly (2013) suggested that organizations identify the

stakeholders that create the operational atmosphere and then prioritize them based upon

their strategic importance to the company.

Freeman’s approach (1984) focused on every stakeholder all at once.

Furthermore, Freeman divided stakeholders into two categories, internal and external

(1984). Clarkson (1995) categorized stakeholders as either primary or secondary

stakeholders with primary stakeholders being critically vital to an organization’s success

while secondary stakeholders have a limited ability to affect the organization. Henriques

and Sharma (2005) offered yet another contrasting approach, which based the

identification and classification of stakeholders upon their dependence on resources.

Epstein and Buhovac (2014) suggested that stakeholders are either core stakeholders, who

are evident and affect organizational decisions or fringe stakeholders who are weak and

impartial. Though scholars do not agree on the best way to identify stakeholders, they do

concur that it is an imperative step.

Institutional theory. Researchers claim that this approach is appropriate as a lens

for explaining the understanding and acceptance of diverse attitudes and practices social

contexts (Bondy, Moon, & Matten, 2012; Powell & DiMaggio, 1991). There are an

increasing number of scholars using institutional theory as a framework for their studies.

Brammer, Jackson, and Matten (2012) discussed the utilization of this method to gain an

understanding of CSR effectiveness in economic governance through the exploration of

boundaries between business and society. Additionally, CSR is viewed as a set of

voluntary actions that are performed at the discretion of an organization (Brammer et al.,

2012), unlike CSR theories that see CSR or stakeholder management as the focus of an

organization’s operational procedures (Walley, 2013).

Zilber (2012) indicated that institutional theory presents institutions as continuously

developing and evolving entities that support the identification of temporary

organizational culture. This indication compliments the theory that corporations are

reflexive entities that adjust their political CSR actions to account for the changes within

the political environment, suggesting that companies are not political actors without

prompting (Tan and Wang, 2011; Webb, 2012). Finally, Bondy et al. (2012) attested that

practitioners institutionalized CSR in society and that a form of this institution is clearly

visible in multinational corporations.

Comparable and Contrasting Models

Scholars have created several comparable and contrasting relationship models

that researchers use as a lens to view the relationship between corporations, stakeholders,

and corporate social responsibility. I chose to examine three models that focus on the

relational impact of corporate operations on stakeholders. In the following subsections, I

provide a brief description of the stakeholder model, input-output model, and corporate

social performance model. I also discuss some of the similarities and differences between

these models.

Stakeholder model. The stakeholder model views both internal and external

stakeholders as equal groups that hold a valid interest in operational participation to

create a return of benefits for themselves (Donaldson & Preston, 1995). Each

stakeholder group creates both an input and output. In this model, no stakeholder group

is more important than the other (Donaldson & Preston, 1995). Ayuso et al. (2012)

asserted that this model advises managers to consider the needs and expectations of

external stakeholders just as seriously as internal shareholder demands. Additionally,

scholars suggest that leaders utilize the stakeholder model to integrate a CSR and

stakeholder perspective into the strategic planning, and that daily operations ensure that

organizations are equipped to address stakeholder demands more efficiently (Brower &

Mahajan, 2013). Similarly, social entity theory is a pluralistic model that compliments

the contentions of stakeholder theory and stakeholder model by suggesting that

organizations should serve the interests of multiple stakeholders rather than solely

accommodating shareholder needs (Ayuso et al., 2012).

Input-output model. The input-output model is similar to the stakeholder model

in that it suggests that companies transform inputs from internal stakeholders such as

investors, employees, and suppliers into outputs that benefit customers (Donaldson &

Preston, 1995). Hester and Adams (2013) suggested that this model requires

organizations to identify stakeholders and prioritize resources to achieve organizational

goals. The input-output model differs from stakeholder model in that the focus of

inputoutput model are the stakeholders perceived to provide the biggest return while

stakeholder model asserts that all stakeholders are equal and leaders should invest

equally in them (Donaldson & Preston, 1995).

In comparison, the inside-out approach is a relationship model that suggests that

leaders manage company CSR actions by developing activities across boundaries,

resulting in a more favorable reputation with stakeholders (D’ Amato, Henderson, &

Florence, 2009). D’Amato et al. (2009) stated that companies make decisions regarding

CSR activities and then communicate those decisions directly to stakeholders. The

authors explained that this model requires engagement with stakeholders for the

achievement of CSR goals. Therefore, stakeholders must act in unison with the enterprise

to reach sustainable development (D’ Amato, Henderson, & Florence, 2009). Henisz

(2013) asserted that the engagement of stakeholders creates value for the company and

for the community in which the company operates.

Corporate social performance model. Finally, Carroll (1979) created corporate

social performance model containing four components with the intention of promoting

the integration of economic and social interests within an organization. The four

elements of CSP model are economic, legal, ethical, and discretionary expectations

(Carroll, 1979). Wood (1991) explained that the CSP model evaluates the social

responsibility of organizations at the institutional, organizational, and individual levels

by examining the company’s social outcomes at each level. Arnaud and Wasieleski

(2014) clarified that the CSP framework acts as a measurement for all the corporate

effects on societal well-being.

Corporate Social Responsibility

Scholars interpret CSR as the choices and behaviors of a corporation that exceeds

the economic benefit or focus unique to an organization (Arnaud & Wasieleski, 2014).

Gee and Norton (2013) added that CSR incorporates the alignment of a business’s

values and behavior with all stakeholder needs and expectations. Furthermore, scholars

have determined that economic factors are a major consideration for CSR initiative

development (He, Chen, & Chiang, 2015). Ameer and Otham asserted that the

utilization of corporate social responsibility could result in enhanced customer loyalty

and reduced costs (2012). Additionally, scholars discovered positive moral implications

associated with the application of CSR strategies for competitive purposes (Boulouta &

Pitelas, 2014).

Sarker’s study suggested that an accurate depiction of revenues earned through

CSR activities might enhance society to a level that is more sustainable (2014).

However, organizations must adjust their CSR strategies to accommodate current market

trends and demands (Sarker, 2014). This evolution, through innovation, ensures that the

CSR approach remains a competitive advantage for the organization (Bellow, 2012).

Adversely, the research of some scholars indicated a potentially negative correlation

between CSR and innovation (Gallego-Alvarez, Prado-Lorenzo, and Garcia-Sanchez,

2011). However, the negative relationship found by the researchers could have been a

result of either the inclusion of businesses in several different regions or one direction of

this bi-directional relationship study (Gallego-Alvarez et al., 2011).

Though early literature on CSR predicted an adverse correlation between CSR and

CFP, successive research has illustrated the potential value associated with CSR

initiatives (Flammer, 2013). Sub sequential studies further establishing the positive

relationship between CSR and CFP included the analysis of immediate outcomes related

to stakeholder CSR proposals (Flammer, 2013). Usman and Amran (2015) further posit

that a positive relationship between CSR and CFP is evident when CSR is an

independent variable. The authors stated that 42 studies focusing on the analysis of this

relationship, which equated to 53% of the studies examined, confirm that the CSR-CFP

relationship is positive (Usman & Amran, 2015). Additionally, the positive correlation

between CSR and CFP emanates from enhanced reputation and societal performance

(Rakotomavo, 2012).

Another theme in the literature surrounding CSR is the effect company CSR

initiatives have on consumer buying decisions. Hsueh (2014) found that CSR

policies have a distinct influence on a consumers’ willingness to purchase a good or

service.

Alternatively, Strandberg (2002) and Carroll (2015) predict that the power of

consumers described as ethically sensitive will continue to increase in significance.

This prediction implies that a cyclical relationship could result from consumer demand

for ethically responsible goods and services and the influence of CSR engagement on

consumer buying decisions.

Some scholars believe that organizations lack the authority and proper incentives

to make a significant improvement to the social development of stakeholders (Banerjee,

2014). Bondy et al. (2012) suggested that if the state is responsible for contributing to the

social development of potential stakeholders, the CSR efforts of business leaders may

not be a suitable replacement. However, in a qualitative study conducted by Hossain and

AlAmin (2016) analyzing the effect of CSR on the improvement of the social

development of stakeholders, the authors concluded that there might be some benefits to

social development stemming from CSR activities through the motivation is likely solely

to promote products and services. Companies that avoid business practices that may

cause direct harm to the environment or stakeholders are engaging in CSR activities that

improve the stakeholders’ quality of life (Trudel & Cotte, 2013).

Suman and Cowley (2013) conducted a qualitative case study to explore the CSR

approaches of Australian SMEs. It is noteworthy to mention that most of the businesses

included in the study managed CSR costs by limiting CSR activities and that the owners

or decision-makers did not appear to understand what a stakeholder was until the authors

explained the idea (Suman & Cowley, 2013). The authors concluded that even though

business survival poses a challenge to Australian SMEs, the owners/managers view CSR

as an opportunity to enhance the organization’s social performance and make up for

limited resource capabilities (Suman & Cowley, 2013). Though the authors explored the

CSR perceptions of SME owners and managers, they neglected to discuss the projected

or actual returns obtained by the CSR activities of the Australian SMEs.

Torugsa, O’Donohue, and Hecker (2012) discovered a positive relationship

between proactive CSR and firm capabilities that include a shared vision, stakeholder

relationship management, and strategic proactivity. The authors make a further

connection by stating that the positive correlation enhances financial performance at

the firm (Torugsa et al., 2012). Jain, Vyas, and Chalasani agreed with the presence of

the positive relationship and further discussed that financial returns for SMEs could be

maximized while engaging in proactive CSR activities (Jain et al., 2016).

Corporate social responsibility and corporate social performance are closely

connected. Wood describes CSP as a model that serves as the central organizing concept

that bridges business and society (1991). The three principles of corporate social

responsibility, the processes of corporate social responsiveness, and the outcomes of

organizational behavior construct the model of CSP. Wood views the results of CSP as

social outcomes, programs, and policies (Wood, 1991). Identifying successful CSR

strategies that improve financial performance and market share have been a challenge for

organizations. There appears to be an insufficient amount of information and research

regarding CSR initiatives that provide companies with the desired results.

Corporate Philanthropy

Many scholars view corporate philanthropy as a typical CSR strategy. However,

there is an ongoing debate in scholarly research as to whether corporate philanthropy

should play a role in business or CSR (Aakhus & Bzdak, 2012; Carroll, 1999). Von

Schnurbein, Seele, and Lock (2016) suggest that corporate philanthropy and CSR stand

apart from one another based on the voluntary nature of philanthropy. However, Visser

(2011) suggested that CSR is not only charitable, but that business responsibility

manifests in a philanthropy period in which organizations support diverse social and

environmental causes through sponsorships or donations. Establishments also perform

corporate philanthropy through corporate giving, corporate volunteering, or corporate

charitable foundations (Ducassy, 2013; Gautier & Pache, 2015). Interestingly,

Kinderman (2012) discovered that business leaders concentrated specifically on the

importance of voluntarism in the policy documents.

One theme presented in the study of corporate philanthropy is the view that

strategic corporate philanthropy is at the intersection of social and economic values

(Brower & Mahajan, 2013). The Committee Encouraging Corporate Philanthropy

(CECP) (2014) also recognized a positive correlation between corporate philanthropy

and profit margins. Since 2010, Fortune 100 organizations that donated 10% or more

experienced an 11% increase in median revenues while those who gave less than 10%

experienced a 3% decrease in revenues (CECP, 2014).

Von Schnurbein, Seele, and Lock (2016) proposed in a recent article that the four

fundamentals of corporate philanthropy include economic, motivational, creative, and

moral. La Cour and Kronmann (2011) added that the ethical origins of the engagement of

corporate philanthropy trigger mistrust in public. Trust is a necessary element to

establishing legitimacy and without trust CSR efforts, despite the motive or execution,

are ineffective. Barsky and Dvorak (2015) offered and alternate view by suggesting that

corporate philanthropy can be cost efficient and utilized as a value creating marketing

instrument through well-crafted corporate giving programs.

Corporate Social Performance

Scholars and researchers view corporate social performance as the results an

organization achieves after engaging in corporate social responsibility (Chung & Pyo,

2013). Kwatra, Singh, and Patel (2013) explained that historically companies and

researchers utilized CSP in a multitude of contexts including social accounting, social

reporting, social auditing, environmental reporting and accounting, and the evaluation of

CSR. He et al. (2015) declared that top managers making decisions regarding CSR

engagement have a significant effect on corporate culture and CSP.

Mattingly (2015) affirmed that Kinder, Lydenberg, Domini (KLD) data is the

standard approach to measuring CSP. The focus and rating of CSP appear to affect the

perceived value of an organization. Supportive research by Zheng, Luo, and Wang

(2014) determined that CSP ratings have a significant effect stock appeal and corporate

financial stability. Additionally, CSP efforts aimed at primary stakeholders improve

company value (Jo & Harjoto, 2011), proving that CSP affects several organizational

outcomes.

There are many parallels between CSR and CSP due to the nature of the

relationship between them. Expectedly, researchers have discovered that many of the

same influences and outcomes apply to both CSR and CSP. For instance, CSR and CSP

have an impact on employee attitudes. Rayton, Brammer, and Millington (2015)

concluded that internal CSP contours employee attitudes. Mirvis (2012) suggested that

there are various dimensions of employee attitudes and behaviors about CSP. Bauman

and Skitka (2012) proposed that high CSP instills a sense of security in stakeholders

because the organization is projecting an ethical, trustworthy image.

Similar themes surrounding the relationship between CSP and employees exist.

Florea, Cheung, and Herndon (2012) suggested that human research management HRM

practices might enhance CSP as well. Taylor, Osland, and Egri (2012) demanded that

any enlightenment about the causal factors in CSP must include an understanding of the

affect associated with HRM practices. Some scholars view HRM as an aspect of CSP.

However, HRM differs from the general scope of CSP (Rodgers, Choy, & Guiral, 2013;

Tang, Hull, & Rothenberg, 2012). HRM may potentially influence the relationship

between CSP and CFP (Rodgers, Choy, & Guiral, 2013; Tang, Hull, & Rothenberg,

2012). Rothenberg, Hull, and Tang (2015) determined that high-performance HRM

practices increase the development of CSP in sizeable firms. Seemingly, a causal

relationship exists between two elements that influence social and financial outcomes.

HRM practices positively affect CSP strengths, which result in increased financial

performance.

In addition to HRM practices affecting CSP, the educational level and

background experience of top managers have a significant effect on CSR and the

resulting CSP of an organization. He et al. (2015) determined that the experience and

skillfulness of top managers have a significant effect on CSR performance. The authors’

study concluded that managers with higher academic degrees realized a greater positive

effect on the CSR performance of an organization (He et al., 2015). Furthermore, the

authors found that experience also had a positive influence on CSR performance, but the

effect is not as great as a higher educational degree (He et al., 2015). The results of this

study suggest the level of education of top managers positively affect CSP as well.

Waddock and Graves indicated that CSP has a positive correlation to CFP

concluding that the relationship that exists is simultaneous and cyclical in which both

depend on one another to develop (1994). Huang and Yang (2014) also added to the

study of the correlation between CSP and CFP by analyzing the connection within

Taiwanese companies. The authors discovered a significant positive relationship between

the two using stakeholder theory as a supporting philosophy (Huang & Yang, 2014).

Inoue and Lee (2011) posit that stakeholder theory supports the existence of a

positive relationship because the theory insists that CSP activities are necessary to

respond to stakeholders, enhance corporate reputation, and increase productivity. Arsoy,

Arabaci, and Çiftçiog˘lu (2012) supported the idea of stakeholder theory and its

connection to CSP, stating that organizations that fulfill increased social

responsibilities experience enhanced financial performance. Chung and Pyo (2013)

established that researchers could explore strategies to meet stakeholder expectations if

researchers classify CSP into multiple stakeholder groups. The authors add to the study

of CSP by suggesting that researchers utilizing this approach may gain a more

valuable and meaningful analysis (Chung & Pyo, 213).

Communicating CSR initiatives and strategies to the organization’s stakeholders

appears to have a substantial effect on a company’s CSP, CFP, and reputation. Chih and

Chih (2014) focused their empirical investigation on the implications of the source

providing positive or negative information about a company’s CSR activities. The

authors contributed to the advancement of knowledge surrounding the study of CSR and

CSP by determining that consumers and investors question the genuineness and

motivations of an organization’s CSR activities when the company communicates

respectable efforts on its behalf (Chih & Chih, 2014). Alternatively, Chih and Chih

(2014) discovered that if the media conveys the message instead, the reaction of

shareholders is positive.

Scholars have made a valiant effort in determining what factors and variables

affect the relationship between CSP and CFP. Baird, Geylani, and Roberts (2012)

examined R&D and industry type as potentially influential factors on the CSP-CFP

relationship concluding that these variables have an effect. Khanifar, Nazari, Emami, and

Soltani’s (2012) also found that R&D and industry type affect the relationship that exists

between CSP and CFP. Huang and Yang (2014) determined that the relationship between

CSP and CFP is positive for Taiwan businesses when R&D and industry are controlled

variables.

Additional influential factors include specific business resources. A growing

theme in the exploration of CSR and CSP is the effect of organizational consequences

(Mousa & Reed, 2013) resulting from varying types of slack or discretionary resources

which are financial, human resources, and innovative (Shahzad, Mousa, & Sharfman,

2016). Shahzad et al. (2016) found a positive relationship between human resource

slack and CSP but discovered a negative correlation between innovational slack and

CSP.

Studies regarding the relationship between financial slack and CSP have diverse

outcomes, leading some scholars to suggest that industry type may be a factor. Chiu and

Sharfman (2011) discussed the probability that organizations higher in visibility

appeared to invest in CSP more than those that were low in profile, which attributed to

the diverse outcomes.

Few studies have mentioned the cultural and religious factors that may determine

a company’s engagement in CSR. There are spiritual and cultural elements that

influence the CSP of organizations as well. In regard to the social performance of Native

American businesses, an important consideration is the ethical teachings of Native

culture. (Verbos & Humphries, 2014). Jain et al. (2016) explained that CSR efforts from

SMEs in Rajasthan, India are not the result of economic advancement rather the

motivation to engage in CSR stems from the religious views and are philanthropic. Von

Schnurbein, Seele, and Lock (2016) further discussed the diverse conceptualization of

corporate philanthropy, which they attributed to cultural differences.

Corporate Financial Performance

Examination of the potential relationship between CSR and CFP has been the

focus of many research studies. Scholars and business analysts have devoted a significant

effort attempting to determine how much businesses should spend on CSR initiatives,

how to maximize the return of their CSR initiatives, and what initiatives to invest in to

enhance market share and financial performance. Several researchers have contributed to

the study of the CSR-CFP relationship (Aigner, 2016; Torugsa et al., 2012; Usman &

Amran, 2015).

Researchers have found different ways to measure CFP, CSR, and the

relationship between the two. Some have delineated the measuring of financial

performance into three categories including investor-based, accounting-based, and

market-based (Uwuigbe & Egbide, 2012). Crisóstomo, Freire, and Vasconcellos (2011)

added to the relationship study by creating a three-dimensional argument on the CSR-

CFP relationship positing that the relationship can be positive, negative, or neutral.

The correlation between CSR and CFP, which varies on a situational basis

following the capacity of the stakeholders’ influence, was one of the themes present

in the literature about CFP (Ameer & Othman, 2012). Researchers identified

institutional business systems as one of the many dependent variables that explain the

diversity of business returns from CSR actions (Wang, Duo, & Jia, 2015). One study

utilizing the absorptive perspective suggested that strategic CSR regulates financial

performance

(Tang, Hull, & Rothenberg, 2012).

Jung’s (2016) study confirmed that CSR increases financial performance through

differentiation. Additional literature regarding CSR strategies determined that corporate

activities focusing on social benefits and socially responsible behaviors create a

competitive advantage (Jung, 2016) enhancing firm reputation and differentiating the

company from competitors (Jung & Kim, 2015). There is a wealth of supporting

evidence that differentiation strategies (Cruz, Boehe, & Ogasavara, 2015) and the social

reputations (Chen & Slotnick, 2015) of organizations influence financial performance.

Zhu, Sun, and Leung (2014) also discovered the definite link between CSR and financial

performance, and further discussed ethical leadership as a moderator between the two.

Usman and Amran (2015) found that Nigerian companies that utilize CSR

initiatives to communicate social performance to their stakeholders experienced an

enhancement in financial performance with one exception. Company disclosures

regarding human resources, customers, and community involvement enhanced

financial performance while environmental disclosures had the opposite effect

indicating that sharing environmental impact information may be detrimental to

company value in Nigeria (Usman & Amran, 2015). Luethge and Han (2012) also

examined CSR and social disclosure. However, their analysis of companies in China

determined that there was a positive relationship between social disclosure and firm

size but no connection between profitability and disclosure (Luethge & Han, 2012).

Many variables could account for the adverse findings such as cultural aspects or the

communication medium used to convey social disclosures.

An additional theme in recent studies is the discovery that CSR activities have a

distinct and positive effect on employee attitudes (Chun, Shin, Choi, & Kim, 2013).

Corporate social responsibility incorporates the provision of social benefits to all

stakeholders including internal stakeholders such as employees; therefore,

organizations engaging in CSR activities have an increased likelihood of delivering

more support to employees (Suh, 2016; Farooq, Payaud, Merunka, & Valette-Florence,

2014). Fu, Ye, and Law (2014) suggested that increased support for employees could

promote the feeling of obligation to respond to the company with amplified

commitment.

Scholars discovered that CSR initiatives enhance job satisfaction and employee

commitment (De Roeck, Marique, Stinglhamber, & Swaen, 2014). According to Hansen,

Dunford, Boss, Boss, and Angermeier (2011) employees interpret the CSR activities of

their organization as a character virtue increasing the level of trust employees have that

the business will keep employee welfare in mind. The improvement in employee

attitudes translates into greater financial performance for firms (Suh, 2016). Hofman and

Newman (2014) and Oh, Chang, and Martynov (2011) indicated that these findings are

particular to North American employees leaving scholars to question whether the

outcomes might differ in other regions.

In conclusion, numerous studies have proven that organizational involvement in

CSR practices affect the social and financial performance of a firm. The enhancement in

performance stems from the effect of CSR on various stakeholders. Stakeholders affected

the company’s performance. In turn, other shareholders feel the effect of company

performance. The entire CSR process included employees, shareholders, and consumers.

The influence of CSR initiatives varies among the stakeholders. Stakeholders do not all

share the same needs or wants. Therefore, it can be challenging to manage stakeholder

relationships. Successfully managing these relationships is imperative to the longevity

and sustainability of an organization.

Corporate social responsibility translates differently to varying regions, cultures,

and sciences (Ahen & Zettinig, 2015). Researchers should consider a further inquiry into

additional factors that influence the motivation of organizations to invest in CSR

initiatives. Though the results of CSR activities are the improvement of society or the

environment, cultural and religious influences of businesses should also be considered

when analyzing the focus and motivation for engagement in CSR. Native American

(Verbos & Humphries, 2014) and Indian (Jain et al., 2016) cultures are motivated to

contribute to the social well-being of others for cultural and spiritual reasons. Thornton,

Ocasio, and Lounsbury (2012) confirmed that differences in the way individuals and

corporations view CSR have direct relationships with the region, culture, values, and

worldviews that affect the rationale of organizations.

Native American Commerce

Native American commerce includes but is not limited to the trading, buying,

exchanging, or selling of goods and services by Native Americans and their business

entities. Native American business objectives differ from the traditional capitalist view

that the purpose of a business is to maximize profits. The intentions of Native

organizations are to operate in harmony with the surrounding community (Bregendahl &

Flora, 2002), minimize waste, and enhance the quality of life for tribal members.

Native American tribes and their members own a wide variety of businesses, but

a significant portion of Native American commerce today exists in the gaming industry. I

have conducted a review of literature about Native American gaming operations for the

purpose of this study. Ackerman and Bunch (2012) calculated that there are 240 Native

American tribes cumulatively operating over 400 gaming establishments within 28 states

in the United States. The National Indian Gaming Commission (2016) determined that

the 34 Native American tribes located within the tri-state area of Kansas, Missouri, and

Oklahoma own around 100 casinos in total.

Qualitative case studies examining Native American gaming operations were not

available for this review. I have found no studies analyzing the CSR strategies of Native

American organizations. Additionally, research articles reviewing Native American

business operations were not available for review.

Regulation of Native Commerce

According to the historical interpretation of the Indian Commerce Clause, the

federal government holds executive power over “Indian Affairs” which included the

regulation of land purchases and Native American commerce (Ablavsky, 2014). State

governments have no control or authority over Native American tribes or Native

American commerce unless Congress explicitly provides it (Bureau of Indian Affairs,

2016). The National Indian Gaming Commission (NIGC) is responsible for the

management of tribal gaming contracts and ordinances (2015). The NIGC can issue

and enforce regulations (National Indian Gaming Commission, 2015).

Scholars have overlooked the socially responsible business processes of Native

organizations in the gaming industry. An additional exploration into successful CSR

strategies at Native-owned businesses could translate into significant changes in the

business strategies and results for similar business formats. I have identified the necessity

for further inquiry into the CSR strategies that enhance the financial performance and

market share of Native casinos.

Transition

In Section 1, I have outlined the substance of this research study by thoroughly

describing its purpose, applicable background information, and the significance and

nature of the study. In addition, I have provided an explanation of the scope of this

study in the limitations, assumptions, and delimitations sector. The structure of Section

1 also includes a comprehensive critical analysis and synthesis of the literature relative

to this study. Finally, Section 1 included the research questions utilized to determine the

CSR strategies of successful Native businesses that may contribute to financial

performance and market share enhancement.

The objective of Section 2 was to thoroughly describe the research design and

method, the population of this study, the means used to collect data, and the data analysis

process. This section also includes pertinent information regarding the ethical standards

utilized in this study as well as the validity and reliability of the data interpretation.

Finally, I defined the assumptions about the data, which may affect the conclusion of this

study.

Section 3 includes a presentation of the findings and conclusions resulting from a

thorough analysis of the data that I have collected. I discussed the application of my

findings to the professional practice of business operations in the United States. I

described potential implications for social change associated with the findings of this

study. Finally, I made recommendations for action and future research in this section of

the study.

Section 2: The Project

Section 2 includes several major components of the research study. These

components include a reaffirmation of the study purpose statement, a brief discussion of

my role as the researcher in the research process, a description of the participants, and an

explanation of the research method and design. This section contains the procedures

adopted to ensure ethical research, an explanation of the data collection process, and

justification for the reliability and validity of this study.

Purpose Statement

The purpose of this qualitative multicase study was to explore the CSR strategies

that corporate leaders have deployed to improve market share and enhance CFP. The

specific population was corporate leaders of three Native American owned companies

that have implemented successful CSR strategies to improve market share and financial

performance. The location of these companies was in the Midwestern area of the United

States, including Kansas, Missouri, and Oklahoma. This case population was appropriate

because it encompasses the second largest concentration of Native American tribes in the

United States.

The contribution to social change might include enhanced social benefits to the

surrounding communities in which these companies practice corporate philanthropy.

Pimple (2012) stated that improving the efficacy of CSR initiatives could increase

business competitiveness while serving as a social benefit by promoting growth and

development within the community, voluntarily abolishing business practices harmful to

the environment and consumers, and enhancing efforts to preserve local and global

environments.

Role of the Researcher

Harrell and Brandley (2009) stated that the researcher‘s role was to minimize any

potential bias while collecting data from the participants. In this role, I identified all

worldview elements, personal beliefs, biases, and assumptions before beginning the

study (Letts, Wilkins, Law, Bosch, & Westmorland, 2007). To further ensure proper data

collection and analysis, I utilized an ethical interview protocol, careful construction of

interview questions, member checking, transcript validation and review, and data

saturation to mitigate potential biases as suggested by Yin, (2014).

An interview protocol includes both the interview questions (see Appendix B)

and the procedural level of interviewing (see Appendix C; Jacob & Furgerson, 2012).

Developing an interview protocol increases the amount of rich and thick data collected

from investigative interviews (Lamb, Orbach, Hershkowitz, Esplin, & Horowitz, 2007).

The rationale behind the interview protocol was to maximize adherence to ethical

research standards (Sternberg, Lamb, Orbach, Esplin, & Mitchell, 2001) and ensure the

collection of rich and thick data.

A researcher should play more of an objective viewer role than a participant

role in the study (Punch, 1998). For this qualitative study, I judiciously selected

participants from the described population and sample. I exercised careful interview

planning and data collection techniques to avoid failure in reaching data saturation

(Fusch & Ness, 2015). Additionally, I collected rich and thick data to ensure proper

data saturation.

I adhered to the Belmont Report protocol and maintained respect for research

participants, and practiced beneficence and justice in participant selection as suggested

by Vitak, Shilton, and Ashktorab (2016). I obtained informed consent from each

participant before conducting interviews or data collection. Furthermore, I followed the

confidentiality protocol described by Petrova, Dewing, and Camilleri (2014) and I did

not reveal personal information associated with the participants. Obenchain and Ives

(2015) discussed the ethical issues associated with using participants from groups of

protected individuals. The participants in this study did not include individuals that may

be part of any protected group of individuals identified in the Belmont Report protocol.

Participants

The participants in this study met specific eligibility criteria to contribute

to the study. In this study, I focused on Native America-owned casinos in the

Midwestern region of the United States; which included Kansas, Missouri, and

Oklahoma. The interview participants included various tribal chiefs in the Midwestern

region of the United States. Additional participants were the current president of a casino

owned by the tribes in which the participating chiefs serve. I chose to interview the chief

and the president because of the hierarchical business structure of Native American-

owned businesses. The participants had CSR initiatives in place at the casino in which

they work during the time of the interview. Additionally, participants discussed the

enhancement of financial performance and improvement of market share experienced by

the casino after implementation of the CSR strategies.

To gain access to potential participants, I wrote a clear invitation letter (see

Appendix A) to the chiefs of the casino owning tribes within the tri-state area of Kansas,

Oklahoma, and Missouri. The invitation letter included pertinent information regarding

voluntary participation, risks, or benefits, study topic, a description of the participant’s

projected experience as an interviewee as suggested by Obenchain and Ives (2015). I

included my contact information in the invitation in case participants require further

discussion or explanation (Longo & Grady, 2015; Vitak et al., 2016). I scheduled a

follow-up meeting with participants to ensure interviewees had a clear understanding,

verified the interviewee is providing informed consent, and confirmed contributor

qualifications (Kass, Taylor, Ali, Hallez, & Chaisson, 2015; Wells, Gordon, Plosker, &

Quinn, 2015). During this follow-up meeting, I established a working relationship with

participants by developing rapport. Rapport development was a crucial step in gaining

access to the participant and the data they can offer (Anyan, 2013; Dundon & Ryan,

2008).

Research Method and Design

In the process of this study, I explored which CSR strategies the corporate leaders

of Native American-owned casinos utilize to improve financial performance and market

share. I examined at three casinos or cases. I determined that the best approach to

answering the proposed research question was a qualitative, multicase study. The focus

of this study was on the perceptions and experiences of corporate leaders at Native

American owned casinos. The most constructive approach employed by researchers to

learn from views and experiences is a qualitative case study (Yin, 2014).

Research Method

The appropriateness of a method depends on its relation to the research question

(Jootun, McGhee, & Marland, 2009). The qualitative methodology was appropriate for

this study as it provided the opportunity to close a gap in the literature by gaining an

understanding of the studied phenomenon through personal accounts, observations, and

secondary data (Bansal & Corey, 2012). Researchers utilize qualitative research

method to properly extract and interpret the personal experiences of business leaders

who are successfully addressing the business problem (Yin, 2014).

Researchers use quantitative methods to discover variable relationships that

express cause or effect outcomes through quantifiable results (Bloomberg & Volpe,

2008). Yin (2014) stated that close-ended questions and numeric data are necessary to

confirm or deny the existence of a causal relationship through quantitative

methodology. Each personal perception and lived experience may vary per interview

participant. Therefore, the data retrieved might not be quantifiable (Moustakas, 1994).

A quantitative method would not have yielded a comprehensive understanding of the

studied phenomenon.

Mixed-methodology incorporates both qualitative and quantitative data for use in

research studies (Chenail, 2011). A consequence of conducting a mixed-method study is

the increase in time and data necessary to conduct both a qualitative and quantitative

inquiry into the phenomenon (Yin, 2014). A quantitative analysis would have required a

larger sample size than the Native business industry could provide (Yin, 2014). The

mixed method approach was not appropriate for this study because of the required

inclusion of a quantitative examination (Yin, 2014).

I used a qualitative method of approach for this study. Researchers employ the

qualitative method to explore meaning, interpretations, and individual experiences

(Birchall, 2014). The multicase study approach tends to involve more compelling

evidence than a single case study (Yin, 2014). A qualitative multicase study was

appropriate to explore how business leaders utilized CSR strategies to maximize

market share and enhance financial performance. Speaking directly with business

stakeholders from several casinos allowed me to explore perceptions and experiences

of the studied phenomenon (Birchall, 2014).

For this qualitative multicase study, I used open-ended interview questions to

obtain insight into the researched phenomena (Jacob & Ferguson, 2012). My goal was to

establish a proper rapport with interviewees. Anyan (2013) stated that developing a

rapport with participants is imperative to acquire access to quality data. Irvine, Drew, and

Sainsbury suggested that face-to-face interviews assist researchers in both building

rapport and conducting participant observations (2013). Jap (2012) suggested that

qualitative researchers obtain confirmation and deeper insights about participant

experiences by listening and observing during interviews. For this purpose, I gathered

recordings of face-to-face interviews and conversations, field observations, and the

organizational background information necessary for analysis in this qualitative research

study. I also completed validation for this study through multiple strategies including

triangulation data from several sources, review, and correction by participants, and the

employment of peer reviews of the study (Yin, 2014).

Research Design

I used a multicase study design for this study. Case studies are a central research

tool used in a variety of fields of learning (Mariotto, Pinto Zanni, & De Morales, 2014).

In business, a case study is a detailed description of a management situation (Mariotto et

al., 2014). Conducting a case study is one of the best ways to establish a connection

between rich qualitative evidence and mainstream deductive research (Eisenhardt and

Graebner, 2007).

Other qualitative designs include phenomenology, ethnography, grounded theory,

and narrative inquiry (Yin, 2014). Researchers employ phenomenological studies to

explore the experiences of a sample group (Bak, 2011). The sample size necessary for a

phenomenological study is not available in the population chosen. A substantial sample

size is necessary to obtain a better understanding of the researched event (Yin, 2014).

Ethnography design is suited to explore cultural practices (Zhu & Bargiela-Chiappini,

2013). Case studies are appropriate for the exploration of activities or events (Yin, 2014).

A researcher utilizes grounded theory to produce a fundamental theory to

explain the phenomenon in a certain context (Cho & Lee, 2014). Narrative inquiries

involve the utilization of unstructured interviews (Morse, 2015). The goal of this

research study was not to develop a theory but to explore a phenomenon by identifying

successful CSR strategies employed by leaders. After examining multiple research

designs, I determined that the qualitative multicase study research design is more

suitable for exploring the perceptions and experiences (Yin, 2014) associated with the

CSR activities of Native businesses.

Data saturation has a significant effect on validity and the quality of research

(Fusch & Ness, 2015). Data saturation occurs once the researcher gathers a sufficient

amount of information to replicate the study (O’Reilly & Parker, 2012) and additional

information becomes repetitive (Baker, Edwards, & Doidge, 2012). I reached data

saturation by interviewing participants from the sample population until no new

themes become apparent.

Population and Sampling

The population consisted of thirty-four Native American tribes in the tristate area

of Kansas, Missouri, and Oklahoma that owned and operated casinos (National Indian

Gaming Commission, 2016). This population included 34 potential cases for this

qualitative multicase study. Fusch and Ness (2015) ascertained that the population and

sample are of adequate size when researchers achieve data saturation. Cumulatively, over

100 casinos belong to these 34 tribes (National Indian Gaming Commission, 2016). For

this study, I focused on the CSR strategies of the Native American gaming operations

described in the before mentioned population.

The sample for this qualitative multicase study consisted of 3 cases in which

Native American-owned casinos successfully utilized CSR strategies to enhance

market share and financial performance within the tristate area of Kansas, Missouri,

and

Oklahoma. No specific guideline exists for the number of cases that researchers must

include in a multicase study (Perry, 1998). However, researchers must add cases until

they reach theoretical saturation (Eisenhardt, 1989) and redundancy (Lincoln & Guba,

1985). Each casino has a leadership team that includes one chief and one president.

Interviewing three chiefs whose tribal casinos employed successful CSR strategies

provided a sample of 8.8% of the entire population for this study. Altogether, the

research study incorporated interviews from six leaders from Native-owned casinos in

the tristate area selected.

Guest, Bunce, and Johnson (2006) ascertained that data saturation could occur

in as little as six interviews depending upon the sample size of the population. Fusch

and Ness (2015) suggested that a proper sample size yields the best opportunity for the

researcher to achieve data saturation. Burmeister and Aitken (2012) suggested that

researchers focus on the collection of comprehensive data. I ensured data saturation by

focusing on the collection of a sufficient amount of intricate, detailed data from

participants instead of focusing on the magnitude of the sample.

The criteria for the participating casinos was that they had to engage in corporate

social responsibility efforts which included but were not limited to corporate

philanthropy, conscious efforts to conserve the environment, community outreach, and

initiatives that improve the quality of life of others (Du, Swaen, Lindgreen, & Sen,

2013).

The casino and tribe had to be in the tristate area of Kansas, Oklahoma, and Missouri.

Both the acting chief and the current casino president had to provide their informed

consent to participate voluntarily in one-on-one interviews (Yin, 2014). The chiefs and

the presidents agreed to interview separately to maintain the participants’ privacy and

security (Ahmed, Qayed, Abdulrahman, Taveres, & Rosenfield, 2014).

Yin (2014) stated that replication logic is most appropriate for a multicase study

because researchers view the cases as multiple experiments, not multiple respondents;

therefore, utilizing a sampling logic would be inconsistent. In this case, the informants

with the most detailed knowledge about the CSR strategies of Native-owned casinos

were the chief and the president of the Native gaming establishment. Replication logic is

applicable to seeking out patterns in more than one case and replicating the test for each

(Stewart, 2012). The collection of rich information is imperative to achieving data

saturation (Fusch & Ness, 2015).

In accordance with the suggestions of Petrova et al. (2014), the interview setting

was in a quiet, secure location where the participant felt most comfortable. Irvine, Drew,

and Sainsbury (2013) suggested that researchers meet the interviewee in their office for a

face-to-face interview setting, as practiced by to reduce travel time and expense for the

interviewee. I met interviewees at a location they found convenient. As suggested by

Jacob and Ferguson (2012), I expressed willingness to conduct the interview in any

quiet, semi-private place that the participant finds comfortable.

Ethical Research

Ethical research guidelines are in place to ensure the safety of the participants and

reinforce the results of the research study. This study only included participants that have

submitted a signed consent form, to ensure compliance with ethical research standards

(Yin, 2014). The final doctoral manuscript included the Walden IRB approval number

04-19-17-0518561. I accepted consent forms via postal mail and electronic mail. As an

additional precaution, participants had to email me before the interview with an

indication that they agree to participate in the study. I scheduled follow-up meetings with

interested participants to ensure clarity, to verify the participant is providing informed

consent, and to confirm participant qualifications as illustrated in a study by Flory and

Emanuel (2004).

Yin (2014) suggested documentation of written consent from each participant.

Therefore, I documented written consent from each of the participants. I stored the

collected data, including participant consent forms, in a secure location for a minimum of

5 years, per Walden University’s policy. As illustrated by Schwieter (2011), I ensured

that the doctoral study and data collection instruments provided in this study did not

include names or any other identifiable information about individuals or

organizations.

In accordance with Yin’s (2014) considerations for protecting human subjects, I

ensured that participants had a thorough understanding of the purpose of the study, their

rights as participants, the voluntary nature of their involvement, and the absence of any

incentives for contributing to the research. To maintain confidentiality throughout this

qualitative case study, the participants were assigned alphanumeric codes such as C1, P1,

C2, P2 and so forth to protect the identity of the participants as suggested by Petrova et

al. (2014). I also excluded tribal affiliations and casino names from the research study to

ensure complete confidentiality in the printed study.

I stored interview transcripts and additional data in a password protected external

hard drive immediately after collection to protect the identities and rights of the

participants. After the mandatory 5-year period, I will permanently delete and destroy

all the research files, interview transcripts, and raw data. I notified the contributors that

only I have access to the records; I was the sole interviewer, transcriber, and data

collector for this study.

I destroyed any data that a participant had provided if the participant wished to

withdrawal from the study. The consent form included information regarding the

notification of withdrawal process. The respondent could have indicated their desire to

discontinue their participation at any time during research process. The participant had

the opportunity to end the interview with a verbal request during the interview process. If

necessary, the participant also had the ability to request to cancel a future interview.

Participants can request to withdrawal verbally or electronically, and I will destroy all the

data associated with the withdrawing contributor. I included my contact information, the

contact information of my chair, and the contact information of the Walden University

IRB within the consent form for participants.

Data Collection Instruments

I served as the primary data collection instrument for this study. Seidman (2013)

recommended the utilization of open-ended questions during in-person interviews for

qualitative research. I personally conducted face-to-face, personal interviews with six

corporate leaders within Native American owned companies by asking open-ended

questions related to participant perspectives on CSR in semistructured interviews. These

interviews provided insight for the study of corporate social responsibility strategies that

may influence corporate financial performance. Doody and Noonan (2013) suggested

that semistructured interviews can lead to the collection of quality data. I utilized an

interview questionnaire (see Appendix B) to gain quality data from contributors through

semistructured interviews. The interview protocol for the semistructured interviews is in

Appendix C.

Additionally, I collected secondary in the form of historical accounts, public

records, news articles, and observations. When permitted, I also analyzed financial

records for the interviewees’ respective companies. Furthermore; I collected

information regarding the companies CSR strategies, CSR practices, CSR budgets, and

community outreach efforts as secondary data. The instruments that I utilized included

the company website, various news sources, and personal observations (Polkinghorne,

2005).

Collecting observational data is very typical in research studies (Jap, 2012).

I enhanced the reliability and validity of the data collection process through

member checking and data triangulation. Utilizing member checking and data

triangulation to enhance reliability and validity is recommended by Houghton et al.

(2013). Koelsch (2013) described the process and the importance of member checking

through transcript review with respondents. I ensured the accuracy and validity of this

study through member checking by reviewing the transcription of the interview with the

respondent that provided the information for comments and clarification. Hussein (2015)

suggested using several sources to accomplish study validity. This qualitative multicase

study ensured data triangulation by mining multiple lines of evidence to achieve validity.

Data Collection Technique

In this qualitative case study, I was the main instrument used to collect and

analyze case data. The face-to-face interview setting was a quiet, comfortable location so

that respondents are more at ease and forthcoming with quality data as suggested by

Vivo, McCoy, Lopez-Pena, Munoz, Larrieu, & Celhay (2016). The questionnaire (see

Appendix B) used during the semistructured, face-to-face interview was the secondary

instrument utilized in this study. The questionnaire consisted of the thirteen open-ended

questions asked to the participants regarding corporate social responsibility strategies at

their organization. Ritchie, Lewis, Nicholls, & Ormston (2013) explained the value of

using open-ended questions. Respondents’ answers produced information regarding

personal experiences, perceptions, attitudes, and values.

The respondents’ answers constituted digital recordings with their permission.

Transcriptions of the responses consisted of Microsoft Word documents for the

participant to review for accuracy. Petrova, Dewing, and Camilleri (2014) suggested that

researchers title each transcription document with the anonymous code assigned to the

respondent. I utilized member checking sending the transcription to the participant for

review and feedback. After contributors provided their final approval of the transcribed

interview, I proceeded to the analyzation phase.

Qualitative researchers should provide participants with information regarding

the face-to-face interview such as interview protocol, interview questions, and steps to

take before the interview occurs (Losapio, 2012). Each participant in this qualitative case

study received a pre-interview packet consisting of the purpose of the research study, a

copy of the questionnaire (see Appendix B), a confirmation of the interview time and

date, a copy of their consent form, and instructions on interview protocol as suggested by

Jacob and Ferguson (2012). Finally, participants received notifications of their right to

take notes and record the interview to ensure ethical research practices as suggested by

Thomas (2015).

I collected secondary data through company websites, tribal newsletters, news

sources, and in-person observations to ensure data triangulation. Yin (2014) stated that

data triangulation is the process of proving the construct validity of the research

finding. Methodology triangulation also requires the researcher to gather information

through interviews and secondary sources (Ritchie et al., 2013). Triangulation is one of

the principal ways to validate qualitative research studies (Bekhet & Zauszniewski,

2012).

One significant advantage associated with utilizing in-person interviews to collect

data is the opportunity to build rapport with respondents (Irvine et al., 2013). Another

advantage of collecting data through face-to-face interviews is that the researcher can

simultaneously conduct observational research (Irvine, 2011). Additionally, Fielding and

Thomas (2008) ascertained that telephone interviews could adversely affect the depth of

meaning sometimes, as the researcher could miss visual cues imperative to discerning

context. Finally, the response rates for in-person interviews are much higher in

comparison to telephone interviews (Rahman, 2015).

The disadvantages related to this data collection technique included the increased

costs researchers may incur (Sturges & Hanrahan, 2004). The travel expenses associated

with conducting in-person interviews far exceeded the costs of telephone or online

interviews. Sturges and Hanrahan (2004) also suggested that researchers should

maximize data collection and minimize imposing upon respondents. Participants can

feel as though time spent on the interview is detracting from time on another activity.

Tausig and Freeman (1988) suggested that telephone interviews provide researchers

with access to participants that are reluctant to partake in face-to-face interviews.

Furthermore, TrierBieniek (2012) proposed that contributors might be more honest

during telephone phone than during in-person interviews because they feel more secure

or less exposed.

Upon the conclusion of the research study, I sent a letter of appreciation to

participants as suggested by Harrell and Bradley (2009). The letter included notification

of the exact date, which will be the 5th anniversary of the study, that I will destroy all the

data collected. I will only destroy the data at an earlier date if the participant

withdrawals from the study.

Data Organization Technique

I utilized an Excel spreadsheet to document the correspondence and progress of

each participant through the research study. For example, I recorded the date that each

respondent replied to the invitation letter, submitted the consent form, completed the

interview, and approved the interview transcription. The purpose of organizing and

documenting this data was to enhance the studies replicability and validity (Brandt,

Ijzerman, Dijksterhuis, Farach, Geller, Giner-Sorolla, & Van't Veer, 2014). Protecting

the confidentiality of participants within the progress documentation is part of a

researcher’s role (Perry, 2012). The Excel spreadsheet reflected the number assigned to

each participant to ensure privacy and confidentiality.

Schwieter (2011) suggested the use recursive and systematic coding procedures.

Qualitative researchers utilize codes to identify raw data and categorize the

interpretations of interview responses (Schwieter, 2011). I intend to transcribe, code,

and organize data according to keywords and themes. Analyzing the experiences of

respondents provides insight into the phenomenon (Birchall, 2014).

Upon the conclusion of the data collection process, I completed the member

checking process by allowing participants the opportunity to review the transcribed

interviews to ensure accuracy and avoid any contextual misunderstandings. Sarvestani et

al. (2012) suggested that researchers track any recurring cluster themes amongst

participants to develop a qualitative codebook. I appraised the transcription of each

interview and code the information into segments of texts by clustering similar answers

for each participant and then again for similar responses amongst participants to create

categories.

I used alpha-numeric codes (i.e. C1, P1, C2, P2, etc.) to identify participants to

ensure the privacy of the individual throughout the development of the research study

(Petrova et al., 2014). Additionally, I have the digitally recorded interviews stored on a

password protected hard drive titled with the coinciding alpha-numeric code of each

respondent (Perry, 2012). The word documents hosting the interview transcriptions also

bear the title of the coinciding number assigned to the respondent at the beginning of the

data collection phase (Petrova et al., 2014). Richie and Lewis (2003) suggested that

researchers secure data to maintain participant confidentiality. Any notes produced

during the face-to-face interviews have a label in the same fashion and stored in a

locked file cabinet when I am not conducting data analysis. Finally, I ensured that all

raw data reside in a locked container for 5 years before destroying the data, per the

Walden

University (2016) research policy.

Data Analysis

Stavros and Westberg found that triangulation through the multicase study

approach would provide rich data and thick data that may reveal numerous themes across

the cases, which would increase the transferability of research findings (2009). The type

of triangulation utilized for this case study is modified van Kaam method. Researchers

employ modified van Kaam method to collect and analyze data to obtain comprehensive

data and an understanding of participant experiences (Sullivan & Terjesen, 2011).

Moustakas (1994) described the first steps of the modified van Kaam method as the

methodical variation of potential structural meaning embedded within textural

implication and identifying core themes or contexts that contribute to the apparent

presence of the phenomenon. Additional steps include taking consideration of the

collective structures eliciting perceptions about the phenomenon and seeking firm

examples that illustrate fundamental themes to cultivate a structural description of the

phenomenon (Moustakas, 1994).

Morse (2015) suggested that developing a code for semistructured interviews

increases the validity and reliability of the researcher’s findings. Coding consists of the

categorization of text segments that include keywords and phrases that signal specific

information (Glaser & Laudel, 2013). Strauss and Corbin (1990) suggested a coding

paradigm that integrates both “open coding,” the development of codes while

reviewing the transcripts and axial coding which consists of pre-development of codes.

The predeveloped codes for this study included CSR strategy, corporate philanthropy,

financial performance, and indications.

NVivo software is appropriate in assisting with the organization and analysis of

the raw qualitative data to enhance the identification of present themes (Leech &

Onwuegbuzie, 2011). The purpose of NVivo was to increase the effectiveness and

efficiency of learning from the data collected (Bazeley & Jackson, 2013). Researchers

suggest that NVivo also improves the exploration of multiple meanings in data

(Richards,

2002) and the identification of gaps in collected data (Wickham & Woods, 2005).

I analyzed collected data through the lens of stakeholder theory. Stakeholder

theory contains suggestions that the maximum business opportunities arise when leaders

identify stakeholder interests that can generate value for multiple stakeholders (Paul,

2015). Stakeholder theory was a natural selection for this study regarding corporate

social responsibility as strategies could directly affect several stakeholders

simultaneously. Stakeholder theorists argue that CSR activities should be specific to firm

and stakeholder needs (Brown & Forster, 2013). Paul (2015) confirmed that researchers

could use the stakeholder theory to conduct empirical or qualitative research regarding

communications to consumers about CSR.

Reliability and Validity

The standards of reliability and validity are meant to make qualitative research

rigorous (Morse, 2015). Noble and Smith (2015) indicated that in comparison with

quantitative research, there is no consensus for the standards by which to judge a

qualitative research in existence yet. This lack of consensus creates challenges for

qualitative researchers when attempting to demonstrate rigor and establishing

reliability and validity. Qualitative researchers establish validity and reliability by

forming trustworthy research designs and methodological strategies (Noble & Smith,

2015). The following four tests are utilizable to examine the study to ensure the value

of this qualitative case study design: construct validity, internal validity, external

validity, and reliability.

I confirmed the credibility and dependability of this research study through

diligent coding and member checking during the follow-up interview. The triangulation

strategy guaranteed the confirmability of this research study (Stavros & Westberg, 2009).

External validity requires a thick description of transferability essentially for transferring

the original findings to an alternative context or individual (Morse, 2015). Yin stated that

the findings of qualitative case studies are specific to the selected group or sample

(2014). However, transferability is the responsibility of external users of the study who

decide that this study is transferrable to business situations they identify. Through a

multicase study triangulation approach, which results in rich and thick data, research

users may learn numerous themes across cases (Stavros & Westberg, 2009). Fusch and

Ness (2015) stated that the collection of rich, thick data is imperative to reaching data

saturation. O’Reilly and Parker (2012) suggested that data collection occur until no new

themes develop to achieve saturation. I collected rich, thick data until no new themes

arise to ensure adequate data saturation.

Reliability

In case study research, reliability referred to the consistency and repeatability of

the research procedures (Yin, 2014). The application of consistency throughout the

research and the development of the case study database form the model of reliability

(DiGangi, Jannasch-Pennell, & Yu, 2011). The purpose of reliability was to minimize

biases and errors within the study (Perry, 2012).

Noble and Smith (2015) stated that researchers measure the reliability of a study

by the dependability of the research relative to the application, the appropriateness of

the study methods, and the integrity of the conclusions. Several elements are necessary

for qualitative research to achieve reliability such as transparency in analytical

procedures, consistency, neutrality, and applicability (Noble & Smith, 2015). I sought

reliability for this qualitative case study through meticulous record keeping, transparent

data collection and analyzation procedures, member checking, data triangulation, and

clear communication with the research committee.

Validity

There were three tests for validity relative to this case study. Construct validity,

internal validity, and external validity are the tests that I considered throughout the

course of this research study to ensure the validity of the study in its entirety. I utilized

certain practices to ensure validity, which includes collecting data and evidence from

multiple sources, developing and implementing documentation procedures, and member

checking According to Noble and Smith (2015) these practices ensure accurate recording

and assessment of the participants’ viewpoints. The accuracy of the evidence collected

and a researcher’s ability to represent the participant’s reality of a social phenomenon is

the definition of validity (Leedy & Ormrod, 2013). I was diligent in the careful selection

of the population, sample, and participants for the research study to develop a valid,

qualitative research study. Furthermore, I utilized exceptional attention and care when

interviewing, interpreting, coding, transcribing, and analyzing research data.

Researchers must consider both internal and external research validation

measures. The researcher requires internal validity to determine causal relationships in

which one variable affects another (Elmes, Kantowitz, & Roediger, 2011). Internal

validity guides the reliability of the data and assists the researcher in generalizing

research findings to other populations (Gittoes, Mpofu, & Matthews, 2011). However, in

qualitative case studies the researcher identifies unique patterns within the specified

population. Researchers ensure that the outcomes relay to a larger more generalized

population through external validity or transferability (Elmes, Kantowitz, & Roediger,

2011).

Tracking and documenting research procedures are imperative to the validity of

any research study (Yin, 2014). Morse (2015) described the importance of preplanning

research procedures. I documented all the research procedures before beginning the

study. I organized data associated with the study by creating a case study database to

contain field notes, case study documents, and an Excel spreadsheet used to track and

document the steps or milestones of each participant throughout the study.

Transition and Summary

I utilized a qualitative multicase study to determine which strategies successfully

increase profit margins. This case study provides further research into the overall

benefits associated with CSR strategies implemented by the corporate leaders of Native

American-owned businesses. This qualitative study could bring social change to many

organizations seeking to explore the enhancement of financial performance and market

share through successful CSR strategies. The foundational knowledge gained through

this study enriched our understanding of leadership experiences and perceptions within

Native American owned casinos engaging in CSR.

The objectives of Section 2 were to discuss the role of the researcher, research

design, method, population and sample, data collection, and the ethical theory associated

with this qualitative case study. I have explained in detail the sample selection from the

population and the rationale behind this choice. Furthermore, the reliability and validity

of this qualitative study subsisted in the treatment of the issues of dependability,

credibility, transferability, and confirmability. I also took steps to ensure data saturation.

Next, I explored and analyzed the strategies of corporate social responsibility that

contribute to corporate social performance and corporate financial performance. Section

3 includes the research findings of the study and recommendations for additional areas of

study.

Section 3: Application to Professional Practice and Implications for Change

Introduction

In this section, I discuss the corporate social responsibility factors in market share

and financial performance improvement. Key themes that participants identified as the

leading factors in market share and financial performance improvement emerged from

this study. I conducted interviews using 13 open-ended questions with three members of

leadership at Native American tribes and three members of leadership at Native

American owned casinos. This section includes the topics: (a) study overview, (b)

research findings, (c) applications to professional practice, (d) implications for social

change, (e) recommendations, (f) reflections, and (g) summary and study conclusions.

Overview of Study

The purpose of this qualitative multicase study was to explore the corporate

social responsibility strategies that corporate leaders have deployed to improve market

share and enhance corporate financial performance. Since the 1960s, the idea of

organizations having social responsibilities to a variety of stakeholders has gained

acceptance in academic, social, and corporate arenas (Wang, Tong, Takeuchi, & George,

2016). Scholars have reported inconsistent research results when examining the

relationship between corporate social responsibility (CSR) efforts and corporate financial

performance (Servaes & Tamayo, 2013).

Native gaming operations are highly regulated but seldom studied. According to

the U.S. Congress, the Indian Gaming Regulatory Act (IGRA) of 1988 was imposed

upon Native gaming operations under the guise that it would promote economic

development, self-sufficiency, and strong governments amongst Native American tribes

engaging in gaming (United States Congress, 1988). The IGRA established the creation

of the National Indian Gaming Commission, which consists of members that are

appointed by elected U.S. government officials. Some leaders in Native American

gaming operations believe that this Act and Agency were created as a protective

measure, while others view it as a means to regulate the prosperity of Native gaming

operations.

I interviewed six participants, including three chiefs of Native American Tribes

and three casino presidents located in the tristate area of Kansas, Missouri, and

Oklahoma. I explored the personal experiences of these six participants by asking them

all the same 13 open-ended questions. Native American chiefs were coded C1 – C3

while casino Presidents were coded P1 – P3. According to the results of this study, 100%

of the participants (C1-C3 and P1 – P3) believed that CSR is a necessity and

responsibility.

Presentation of the Findings

The research question was: What CSR strategies do Native American corporate

leaders, in Midwestern America, use to increase market share and financial performance?

I sought the answer to this question by conducting six interviews total. I asked each

participant 13 open-ended questions. I ensured the reliability of this research study by

asking each participant to respond to the same set of open-ended questions. Fusch and

Ness (2015) explained the process of data saturation through rich and thick data. I

ensured data saturation by collecting rich and thick data from a sufficient sample size of

participants.

I ensured the validity of this research study by employing methodological

triangulation. I used observation, interviews, and document analysis. Houghton, Casey,

Shaw, and Murphy (2013) discussed the impact of member checking and data

triangulation on the reliability and validity of research studies. I enhanced the

reliability and validity of this study through member checking and data triangulation.

I coded all the participants’ answers to specific nodes created in the NVivo software.

Each node coincided with the specific interview questions. During data analysis, I

identified five distinct themes forming from the information I gathered during the

interviews. After coding the six interviews, similarities developed within the five

themes. The emerging themes are (a) CSR strategies, (b) evolution, (c) core values and

views, (d) promotion, and (e) indications.

Emerging Themes

The themes that emerged in this multicase study arose from the responses from the

participants to the interview questions regarding corporate social responsibility. Each

interview question reflected an inquiry with potential impact on CSR outcomes. Each

categorical node characterized the core subject of the inquiry regarding CSR. I

categorized the interview data to explore the elements of CSR at both the tribe and a

tribally owned casino that impact financial performance and market share. I used the

emerging themes to demonstrate CSR factors in market share and financial performance.

Theme 1: CSR strategies. The CSR strategies theme emerged to describe the

strategies in place in each case that was studied. The CSR strategies in each of these

cases included a mixture of tribal needs, employee care, community needs, and

public services. The CSR strategies and the type of assistance given by each

organization depended upon the volume of resources the organization had, the type

or resources the organization could offer, and the impact the social cause had on the

tribe and the surrounding community.

One hundred percent of the participants said that the main goal of the tribal

government and the tribes’ gaming operations was to care for tribal members. The main

goal is reflected in the tribal constitution, organizational core values, the way

participants viewed CSR, and the CSR strategies of each organization interviewed. After

the participating organizations meet the needs of tribal members, they focus CSR efforts

on the surrounding community.

The CSR strategies of each participating organization varied slightly in which

social causes and organizations they supported, but the reasoning was always the same.

The reason for supporting nonprofit organizations, public services, education,

environmental stewardship, ethical business practices, and services for mental illness and

physical disorders is because “it is the right thing to do” according to 100% of the

participants.

All the participants contribute to public services in their communities by

contributing to the funding of local police and fire departments. One of the

organizations interviewed also funds the 911 service in a neighboring town. All the

participants contribute to local food banks as well. Participant P3 stated that the reason

for the tribe’s contribution to food banks was because “we know what it feels like to be

hungry and without hope.” Participant P3 continued to explain that the tribe understands

the need to combat hunger and there is a sense of pride and accomplishment in doing

so. In addition to contributing to food banks, 4 out of the 6 participants contribute to

school meals for children attending local public schools. Figure 1 illustrates the types of

causes contributed to by each case.

Figure 1. Type of contribution by case. This figure illustrates the types of social causes

each case contributed to.

Theme 2: Evolution. The evolution of CSR strategies in these cases stemmed

from both the increased profits of Native gaming operations and the recognition of

needs within the community. A shared statement among the participants was that, as

profits increase, so do the contributions in number and size. Participant P1 said, “We

basically have added over the years different fundraising or different organizations to

help support because they’re relative to the community.”

Contributions to autism research and treatment is one example of the evolution of

CSR efforts through need recognition. Sixty-seven percent of the participants interviewed

provide financial support to local autism centers and associations. In one case, the

participant explained that “the Indian Health Service does not have a protocol for

identifying autism spectrum.” Participant P3 believes that undiagnosed Natives end up on

the streets or in jail because they have not been properly diagnosed or given the necessary

tools to be successful in life. Tribal organizations are now contributing to autism centers

to assist autistic Natives and non-Natives alike.

Theme 3: Core values and views. The CSR views of leadership were a product

of the core values of the tribes and the gaming organizations interviewed. Participant C3

stated that “The cycle of corporate responsibility is like the circle of life, it goes around

and we all benefit.” Participant C1 said that the core value which drives the tribe’s CSR

efforts was to give individuals a hand up which, is not intended to foster dependency but,

to increase the quality of life in the community. Participant P3 explained that CSR is a

responsibility that both the tribe and its gaming operations take very seriously, it is

imperative to give back and to practice environmental stewardship not only in a time of

need but daily.

The tribal organizations interviewed attempt to spread their core values and views

throughout the community. Participant C2 explained that the tribe and its business

operations only engage in business relationships with organizations that also have CSR

initiatives in place, increasing positive CSR impacts in the community. This approach to

business to business relationships is a unique CSR strategy in the gaming industry.

The core values of these organizations serve as the motivation for participating in

CSR. This phenomenon correlates with the cultural beliefs of these tribes. The

motivation was not relative to the idea or hope that market share, and financial

performance may increase due to the CSR strategy or investments. Cultural elements

impact the way CSR is viewed by these tribes and by tribal businesses. Leaders in tribal

operations view CSR as a duty, a responsibility, and a way of life not as a business

strategy.

Theme 4: Promotion. Native gaming operations do little to promote their

philanthropic behaviors. Each tribe puts more effort into promoting their philanthropic

efforts than their respective gaming operations do. Participant C1 explained that, to

maintain ethical business practices, contributions are done under the tribe’s name and not

under the casino’s name. The purpose of promoting efforts this way was to avoid the

perception that the tribe is promoting their gaming operations to children because many

of the CSR efforts involve children’s’ activities or services. Participant C2 stated that

word of mouth is the best form of advertisement. Participant C3 believed that CSR

efforts are a responsibility and that it was not necessary to promote them. Participant P1,

however, thought that it was important to make sure that everyone is aware that an

organization is doing its part within the community.

The

differences in promotional efforts from each tribe compared to their respective gaming

operations are apparent. The reasons for those differences varied per participant.

Figure 2 illustrates how each tribe interviewed promotes their CSR efforts.

Figure 3 illustrates how each Native owned gaming operation promotes its

CSR efforts.

Figure 2. Tribal promotional efforts. This figure illustrates how each tribe interviewed

promotes their CSR efforts.

Figure 3. Casino promotional efforts. This figure illustrates how each Native owned

gaming operation promotes its CSR efforts.

Theme 5: Indications. This theme emerged from the need to verify that the CSR

strategies employed at the Native gaming operations in this study, have a positive impact

on market share and financial performance. Leaders of native gaming operations cited

increased profits and spoken testaments from customers as two of the main indications

that their CSR efforts have a positive impact on both market share and financial

performance. Participant C1 cited numerous occasions in which individuals have stated

that they visit the tribe’s casino specifically because of the CSR efforts supported by the

tribe and its casino. Also, Participant C1 stated that out of the nine local tribes only five

had experienced an increase in profits over the past year, and Participant C1’s tribe was

one of them. Participant C1 specified that there is a difference in performance relative to

the tribes who contribute a great deal to the community and those who contribute little to

the community.

Participant C2 clarified that within a 50 miles radius there are at 25 other gaming

facilities but, “people recognize our contributions and the numbers reflect that. Over the

past two years, our numbers continue to go up.” Participant P1 recognized the value of

supporting fundraising events at the casino referencing increased machine play and

repeat visits from customers. Participant P1 stated that some of these customers were

introduced to the facility because of the philanthropic efforts of specific events hosted at

the casino. Also, Participant P1 stated that there was a significant cost saving associated

with the switch to paperless systems to promote environmental stewardship. In all three

cases, market share and financial performance had improved.

Analysis of the Research Findings

The findings in this study aligned with stakeholder theory framework. The focus

of stakeholder theory framework is the influence of organizational relationships with

internal and external stakeholders on corporate strategies, business procedures, and

operations. The cases examined in this study illustrate the influence and connectivity

Native American tribes and their gaming operations have with stakeholders. The

participants and their organizations have integrated CSR activities into their daily

operations and overall way of life. The integration of stakeholder and CSR perspectives

within the strategic plan for daily activities increase a corporation’s ability to respond

effectively to stakeholder needs even when the needs of different stakeholder groups

compete with one another (Brown & Forster, 2013).

The participants expressed the need to do all that they could for the surrounding

community after meeting the basic and educational needs of the tribal members. CSR

strategies in these cases evolved and leaders began to standardize donations so that CSR

investments are not overextended. Usman and Amran (2015) established that the success

and viability of a company are dependent upon the ability for that company to balance

profit maximization and social performance.

Furthermore, the pure intent of Native gaming operations to be a good corporate

neighbor through CSR initiatives has cultivated positive relationships with customers.

According to Lacey, Kennett-Hensel, and Manolis (2017), CSR is a “necessary and

sufficient mechanism for stronger customer relationships.” The relationship strength

that the tribe and its gaming operations have created through their philanthropic

involvement in the community and support for local public services illustrates the

effectiveness of its

CSR strategies.

According to Wang et al. (2016), many businesses prefer not to publish their CSR

activities. The leaders of Native American gaming operations share this sentiment. The

findings in this study confirm that most of the participants did not promote their CSR

efforts to the public.

Additionally, it is difficult to observe and measure the effectiveness of CSR

efforts (Wang et al., 2016). The participants in this study did not have a specific metric in

which to measure the effectiveness of their CSR efforts. The participants relied upon the

existence of increases in profitability, increases in market share, and customer testaments

to confirm that their CSR strategies are effective.

Applications to Professional Practice

Establishing the legitimacy of CSR efforts with consumers has been a challenge

for most corporations. Skepticism over the ethical origins of the engagement in corporate

philanthropy trigger mistrust in society (La Cour & Kronmann, 2011). Customers prefer

to use companies that engage in CSR. However, consumers shy away from businesses

that appear to participate in CSR solely for perception purposes and financial gain (Wang

et al., 2016). Native American organizations have unintentionally mastered the art of

establishing legitimacy and a stronger relationship with consumers. The leaders of these

organizations engage in CSR for the sole purpose of fulfilling a self-imposed

responsibility to the community. These efforts are truly genuine because the

organizations do not expect a return.

The size of the communities in which they operate and the reliance on word of

mouth for promoting good deeds appear to have a profound impact. The legitimacy of

CSR efforts may also be related to the social causes supported by Native tribes and their

gaming operations. Not only do the tribes support a wide variety of causes but, they

support causes that impact their potential consumers and the surrounding community.

A mixture of CSR efforts that incorporate considerations for internal and

external stakeholders is key to the success of those efforts. Companies can increase the

effectiveness of their CSR strategies by selecting a CSR strategy that incorporates the

needs of the local community and potential consumers. In all the cases examined for this

study, the organizations contributed to several causes that affected both internal and

external stakeholders. The level of effectiveness is also dependent upon leadership’s

ability to integrate the CSR strategy into its core values. Corporate leaders can use the

information from this study to improve their CSR strategies, market share, and financial

performance.

Implications for Social Change

Identifying successful CSR strategies encourages more companies to participate

in socially responsible initiatives. Cai et al. (2012) hypothesized that companies are more

likely to adopt CSR initiatives if the company can identify strategies that enhance market

share and profit margin. Illustrating successful CSR efforts within Native gaming

operations can transform business practices, enhance social performance, and generate

positive social change in communities all over the world.

During my exploration of the factors of CSR that improve market share and

financial performance, I discovered that researchers cannot measure the impact of CSR

on the surrounding community in totality. Corporate philanthropy creates enhanced

social benefits for individuals and communities. According to Pimple (2012), increased

CSP enhances business competitiveness while promoting community growth and

development, enhancing environmental stewardship, and elimination of practices that

harm the public.

Recommendations for Action

Miller (2016) discovered a positive correlation between CSR and CFP,

concluding that banks could meet financial goals while contributing to the welfare of

the local community. The findings from this qualitative, multicase study suggest that

CSR enhances market share and financial performance. The limitations of this study to

Native gaming operations located in the Midwest indicates a need for additional

research to determine if companies can achieve the same results in various industries.

The findings in this study support investment in CSR initiatives. However, not

every CSR strategy is created equal. Merely engaging in CSR may not provide the

positive results expected. The results from this study may be due to the unique mixture of

CSR efforts utilized as well as the level of community involvement by the tribes in this

case.

The findings of this study may benefit researchers, corporate leaders, Native

owned casinos and other members of the gaming industry. Researchers could use the

information in this study to conduct additional research. Corporate leaders, Native owned

casinos, and other members of the gaming industry could use the findings as a format for

CSR strategies that improve market share and financial performance.

Recommendations for Further Research

The way in which participants’ and their organizations viewed CSR appear to

stem from their culture, their core values, and their organizational identity. Additional

research into the impact of culture on CSR strategies needs to occur. To explore this

phenomenon in greater detail, I recommend that researchers compare the views of

leaders in Native gaming operations to those of leaders of non-Native gaming operations.

Furthermore, the motivation to engage in CSR initiatives may have an impact on

the success of the CSR strategies and the ability to establish legitimacy with consumers.

The reason these Native American organizations participated in CSR efforts was

attributed to the drive to do good for the community. The tribal organizations did not

expect or anticipate a return on their investments in CSR. I recommend additional

research into the impact of motivation on the effectiveness of CSR strategies and a

company’s legitimacy.

Reflections

As a scholar, I was looking forward to the data collection and analysis process. I

did not anticipate the difficulty associated with finding participants. The issue revolved

around either a lack of understanding of what my study was about or potential

participants being unresponsive to my attempts to contact them. Also, I identified several

tribes that were unknowingly engaging in CSR. Several leaders of Native American

tribes and Native gaming operations were unaware that a term existed that described

their daily operations and initiatives.

As a Native American, I had prior knowledge that most tribes in the sample

population location were engaging in CSR. Despite my prior knowledge, I was surprised

to learn that many Native American tribes support and fund local public services that tax

dollars are supposed to supply such as 911 service, equipment for police and fire

departments, and public-school lunches. Furthermore, I did not anticipate the realization

that culture plays a significant role in the CSR strategies employed at these tribe. The

impact that organizational culture has on CSR engagement is evident to me now. I am

astounded that I did not foresee that connection.

Study and Summary Conclusions

Researchers and leaders are focusing more attention and effort on CSR

activities because of the potential impact CSR has on social and financial performance

(Fatma, Rahman, & Khan, 2014). This qualitative, multicase research study contributes

to the literature on the impact and outcomes of CSR. The purpose of this study was to

explore the corporate social responsibility strategies that corporate leaders have

deployed to improve market share and enhance corporate financial performance. The

study design included conducting six interviews and analyzing the data with NVivo

software to gain valuable insight from the participants.

Based on the findings of this research, implications from previous findings of a

positive correlation between CSR and financial performance are confirmed. CSR

activities contribute to the enhancement of both financial performance and market

share. Further exploration exposed that the cultural views of Native American tribes

have a significant impact on their level of engagement in CSR. Native CSR strategies

depend upon the type of resources they have, the abundance of resources, and the

impact a social cause has on a tribe and their surrounding community.

Financial gain is a product of engagement in CSR; however, the expectation of a

return should not be the motivator for investments in CSR. The Native American

organizations that participated in this study have illustrated the inherent goodwill capable

of business and governmental operations. Despite the trials and tribulations that Natives

have experienced in the not so distant past, they still have a way of helping those in need

and leading by example. Through social responsibility, many individuals and

communities can benefit from business and environmental sustainability for years to

come.

Students also viewed