“One Hamburger at a Time” - Revisiting the State-Society Divide with the Seminole Tribe of Florida and

Hard Rock International

Jessica Cattelino

● Seminole tribe of Flora - 3500 people

● They acquired Hard Rock in 2007 for $965 million. This is the biggest acquisition of a business
by any native tribe ever.
● Cattelino explores the fuzzy boundaries of indigenous corporate and national forms.
● The project of separating economy, government and family is a cultural and historical one, raises
dilemmas for indigenous people.
● Hollywood Seminole Bingo was a governmental operation on reservation land that was not taxed
because of tribal sovereignty. Hard Rock was a wholly owned private corporation that was taxed
and regulated
● John and Jean Comaroff - Ethnicity, Inc. 2009
○ Process of incorporating ethnicity into corporations and the commodification of cultural
products and practices
● The act of purchasing Hard Rock was a seminal historical moment. It became iconic of tribal
governments seeking to economically diversify beyond gaming.
● The Hard Rock deal was complex. -139

Gaming “pioneers”
● Many seminoles refer to an earlier 2001 contract with Hard Rock to build casinos/hotels.resorts
on reservations. This had a dramatic local effect, it altered the reservations traffic patterns, job
opportunities, entertainment venues and whole atmosphere.
● Distinguishing between hard rock ownership and tribal gaming raises questions about the cultural
processes by which activities come to be political/economic
● Tribal nations are unique because of their small scale and their complex relationships with the
United States, but in other ways they exemplify the fiscal dilemmas facing all sovereigns.
Enterprises such as casinos are attractive because it is otherwise difficult for tribal nations to
obtain revenues necessary for governance. The obstacles are many: American Indian reservation
lands are inalienable and nontaxable (because they are federal trust lands), poverty makes it
impossible for many tribal governments to tax their citizens (who are subject to federal taxation),
and private lenders historically have been wary to invest on reservations for reasons ranging
from racism to uncertainty about credit security under tribes’ sovereign immunity. -140

Separating spheres
● Issues of separating cultural and economic
● Tension in confidentiality of Seminoles corporate behaviour and tribal governance norms, tribal
citizens were not allowed to know about the bidding bc of confidentiality agreements
● As tribally owned businesses expand, it is unclear how Seminoles will balance a long-standing
commitment to distributed power and knowledge within the tribal polity (Kersey 1996; Skafte
1969) against corporate requirements for information control. -141
● Beyond the question of whether segregating business from politics accords with Seminole values,
it is worth noting that segregation is rarely an equal proposition. What is being protected from
 what? As Timothy Mitchell (1999) wrote, “The appearance that state and society or economy are
separate things is part of the way a given financial and economic order is maintained” (84). Much
of the research and consulting literature emphasizes the potential of politics to jeopardize good
business, not the other way around.
Family business
● Little incorporation of Seminole culture into Hard Rock or the casinos
● Seminole Gaming can be described as a family business - this emphasise the locality and non-
transferability of the business and de-racialised group boundaries through the all-American
metaphor
● when employees and tribal members deploy the language of family business, they particularize
Seminole businesses. Meanwhile, when top management personnel avoid the language of family,
they appeal to Wall Street’s desire for businesses to look just like any other, to be devoid of
meaningful difference that could interfere with best practices and good credit risk. The ideology
that family pollutes business and that commercial relations are distinct from intimate ones
persists despite the fact that more than 90% of all business enterprises in the United States are
family owned and nearly 35% of Fortune 500 companies are family firms. -143

Federal indian policy and the shifting sands of economic organisation