Document Type

Article

Publication details

Post-print of: Hing, N & McMillen, J 2002, 'A conceptual framework of the corporate management of social impacts: the case of problem gambling', Business and Society Review, vol. 107, no. 4, pp. 457-488.

The publisher's version of this article is available at http://dx.doi.org/10.1111/1467-8594.00147

Abstract

This paper integrates concepts from the corporate social issues management and corporate social performance literature to develop a framework that might inform future investigations into how organisations manage their social impacts. Drawing on a study examining how registered clubs in New South Wales Australia manage one of their social impacts, problem gambling, the paper first documents historical contributors to the emergence of problem gambling as a corporate social issue for the clubs, before assessing their corporate social performance in addressing problem gambling to the satisfaction of key stakeholders. Some insights into the future direction of the clubs in responsible management of gambling are then given. A theoretical analysis reveals the inadequacy of existing conceptual frameworks of corporate social issues management and corporate social performance in fully explaining the research findings to justify the utility of an integrated framework. Seven factors instrumental in explaining how NSW clubs have managed problem gambling are incorporated into an explanatory model that may have application in similar studies. These factors are environmental influences, corporate social orientation, corporate social responsiveness, corporate social responses, corporate social impacts, corporate social performance, and the development of a corporate social issue.