This case study seeks to make evident the imperative of better stakeholder management for contemporary competition by examining the evolving corporate social responsibility (CSR) strategies at the Ultimate Fighting Championship (UFC), a world leading sports entertainment firm, over its 29-year history. Specifically, this case study illuminates that while CSR is becoming increasingly understood as indispensable for a firm’s overall strategy, corporate strategists need to design and implement CSR with dual vigilance that, (1) stakeholders’ expectations on CSR would heighten over time and (2) internal stakeholders’ needs, though often trivialized in many CSR strategies, need authentic accommodations that move beyond lip service. In addition to unpacking the issues of CSR (and) authenticity for the UFC’s stakeholder management, this case study also draws on insights gleaned from mainstream stakeholder management and CSR research and provides evidence-based analysis and recommendations for enhancing firms’ CSR strategies.
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