Furthermore, the finding of present study that two RG strategies are not powerful antecedents of customer trust implies that casino companies’ compulsory and supplementary RG strategies to reduce the negative impact of casino gambling may not be enough or effective to establish their trust.
Nevertheless, compulsory RG was found to be a more powerful antecedent of behavioral intention compared to philanthropic CSR in this study. This finding infer that casino visitors may prefer casinos implementing compulsory RG strategy rather than less restricted RG strategy (i.e., supplementary RG strategy) to increase their behavioral intention. Interestingly, the findings of the this research are quite different from the research of Lee et al.
(2013) which revealed a positive effect of legal CSR and supplementary RG on casino employees’ organizational trust and showed a negative effect of compulsory RG on the organizational trust. This implies that the influence of CSR initiatives may vary across a company’s key stakeholders such as visitors and employees. Therefore, casino companies should emphasize on the economic, ethical, and philanthropic CSR for enhancing casino visitors’ trust, whereas on legal CSR and supplementary RG for increasing their employees’ trust. Several managerial implications can be suggested based on the results of the current study.
Generally, this study helps casino companies how to effectively allocate their resources in CSR activities including RG strategies. In specific, first of all, casino companies should actively implement ethical CSR (e.g., fairly treating customers, striving to root out irregularities, and establishing ethical guidelines for business activities) because the ethical CSR is the most powerful antecedent of customer trust which will enhance the level of casino visitor’s behavioral intention.
Casino companies also need to focus their efforts on philanthropic CSR such as initiating education programs for the local adolescents, various volunteer activities, and social welfare projects for the underprivileged to increase visitors’ future purchase behavior through customer trust.
Furthermore, they should not make little efforts concentrating on economic CSR (e.g., generating employment through their operations, striving activate the local economy, and endeavoring for sustainable growth) in that the economic CSR is also one of the important antecedents of trust. In terms of RG strategy as a unique CSR of casino industry casino companies need to continue compulsory RG strategies because it has a positive effect on behavioral intention. In this context, Song et al. (2012) stated that the perception of a RG strategy can enhance the level of behavioral intention to gamble, because casino visitors tend to have a positive image of casino companies that implemented RG strategies