Corporate social and digital responsibility in esports

Abstract

Purpose

The esports industry has experienced a dynamic growth. In this context, a significant evolution in the logic of corporate social responsibility (CSR) can be observed, particularly in the digital sphere. By extending Carroll’s three-dimensional model to include corporate digital responsibility (CDR), this paper addresses a key research question: How does CSR evolve and develop in the dynamic digital industry of esports?

Design/methodology/approach

This study employed a qualitative multiple case study research design. It drew on secondary data from 50 professional esports organisations and key players in CSR development in the global esports industry, such as game publishers, pro-teams, pro-athletes, event organisers, and governing bodies. A content analysis of 50 official websites and 72 public annual, CSR, and environmental reports for the financial years ending in 2021 and 2022 was conducted.

Findings

Our empirical findings not only map the territory of esports CSR and CDR but also provide practical insights. These insights are later synthesized to develop an esports CSR/CDR framework that extends Carroll’s three-dimensional model. CSR and CDR domains of esports are theoretically grounded (business performance, responsiveness, social issues, and digital responsibilities), while practical implications for managers and academics are forwarded.

Originality/value

This paper stands out as a pioneering empirical study, filling a significant research gap in the fields of CSR and CDR in esports. To the best of our knowledge, it is the first to illuminate these concepts within the unique ecosystem of esports, thereby contributing to the evolving understanding of CSR in the digital context.