Ph.D thesis summary Economic phylosophy: Corporate social responsibility - The relationship financial performance - Case of Mekong delta enterprises - Vietnam

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The subject of the survey is the managers of the enterprise , including the director, deputy director of the enterprise , or the manager , in charge of corporate social responsibility, head of human resources or marketing manager. of enterprises in the Mekong Delta.

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Nội dung Text: Ph.D thesis summary Economic phylosophy: Corporate social responsibility - The relationship financial performance - Case of Mekong delta enterprises - Vietnam

MINISTRY OF EDUCATION AND TRAINING ECONOMIC UNIVERSITY OF HO CHI MINH CITY ------------------------------ CHAU THI LE DUYEN CORPORATE SOCIAL RESPONSIBILITY: THE RELATIONSHIP FINANCIAL PERFORMANCE: CASE OF MEKONG DELTA ENTERPRISES - VIETNAM ECONOMIC PHYLOSOPHY HO CHI MINH CITY, 2018
MINISTRY OF EDUCATION AND TRAINING ECONOMIC UNIVERSITY OF HO CHI MINH CITY ------------------------------ CHAU THI LE DUYEN CORPORATE SOCIAL RESPONSIBILITY: THE RELATIONSHIP FINANCIAL PERFORMANCE: CASE OF MEKONG DELTA ENTERPRISES - VIETNAM Major: Business Administration Code: 62.34.05.01 PH.D THESIS SUMMARY FULL NAME OF SCIENTIFIC INSTRUCTORS: Ph.D Nguyen Thi Bich Cham Ph.D Ngo Thi Anh HO CHI MINH CITY, 2018
LIST OF THE PAPERS OF THE AUTHOR Published scientific works ( list of works in the following order: Author's name, title of the article, name of the magazine and issue of magazine, article of publication, year of publication, publication of the journal ) 1. Le Nguyen Doan Khoi, Chau Thi Le Duyen. 2012 SOCIAL RESPONSIBILITY FOR HUMAN RESOURCES OF SMALL AND MEDIUM ENTERPRISES IN HCMC. CAN THO. COMB 2012. 1. 381. (Published) 2. Chau Thi Le Duyen. 2012 ANALYSIS OF PROMOTERS TO PROMOTE THE IMPLEMENTATION OF SOCIAL RESPONSIBILITY OF ENTERPRISES, SOCIO-ECONOMIC DEVELOPMENT. 81. (published) 3. Chau Thi Le Duyen. 2012 STATUS OF ENTERPRISES ETHICS OF ECONOMIC STUDENTS IN ECONOMICS AND ENTERPRISES ADMINISTRATION OF CANTHO UNIVERSITY. Scientific Magazine of Can Tho University. 21a. 190-197. (Published) 4. Nguyen Quoc Nghi, Nguyen Thi Le, Chau Thi Le Duyen. 2013. THE SOCIAL NEEDS FOR BUILDING THE TRAINING PROGRAM IN CONDITIONING AND DEVELOPMENT CONDITIONS. Master students-Graduate students-Research students in Faculty of enterprise Administration 2013 1. 127. (published) 5. Chau Thi Le Duyen, Nguyen Huynh Kim Ngan. 2013. RESEARCH ON IMPACT OF SOCIAL RESPONSIBILITY TO enterprise FINANCE IN CAN THO CITY. Solutions to exploit socio-economic potentials of the Mekong River delta in the direction of regional integration. 129. (published) 6. Le Thi Dieu Hien, Chau Thi Le Duyen. 2013. FACTORS AFFECTING TO THE NEEDS OF TOURISM IN TAN AN. Student Science Conference - Graduate Student - Student Research Economics - enterprise Administration. 71. (published) 7. Le Thi Dieu Hien, Chau Thi Le Duyen, Pham Nguyen To Duyen, Tran Van Dieu. 2013. FACTORS AFFECTING THE NEEDS TO VISIT TOURIST IN TAN AN CITY OF LONG AN PROVINCE. Master students-Graduate students-Research students in Faculty of enterprise Administration 2013 1. 71. (published) 8. Nguyen Thi Bich Cham, Tang Thi Bich Hang, Chau Thi Le Duyen. 2013. AWARENESS AND LEVELS OF CORPORATE SOCIAL RESPONSIBILITY OF ENTERPRISES - CASE OF CAN THO CITY ENTERPRISES. HT Green growth in the period of globalization. 1. 312. (Published) 9. Chau Thi Le Duyen, Nguyen Huynh Kim Ngan, Nguyen Thanh Liem. 2014. THE RELATIONSHIP BETWEEN SOCIAL RESPONSIBILITY, BENEFIT AND FINANCIAL PERFOMANCE OF THE ENTERPRISES IN CAN THO CITY. Scientific Magazine of Can Tho University. 32. 7-18. (Published) 10. Chau Thi Le Duyen, Huynh Truong Tho. 2015. THE RELATIONSHIP BETWEEN SOCIAL RESPONSIBILITY, LEADERSHIP AND FINANCIAL PERFOMANCE OF CAN THO ENTERPRISES. Scientific Magazine of Can Tho University. 38. 75-82. (Published)
CHAPTER 1: STUDY OVERVIEW 1.1. Background of the study The world economy is developing very strongly and that development is unsustainable (Jeffrey D. Sachs, 2008), the power of development is growing and expanding for all countries in the world; especially countries in Africa, some countries in Asia. Developing too quickly will lead to environmental problems, social and economic issues (Jeffrey D. Sachs, 200 8). Vietnam is one of countries in Asia among countries for mutual development, Vietnam is currently rated as one of the tiger emerging in Asia, so the investment from institutions As well as the M & A wave spread to Vietnam . B Daniel addition to increasing the attractiveness for foreign enterprise as well as investment capital in Vietnam, then it also led to the growing pressure for the economy as well as enterprise es are operating on the territory of Vietnam. Researchers often argue that social responsibility can improve a company's competitiveness in the long run, implying that there is a positive relationship between the involvement of a social responsibility of a the enterprise and the successful operation of that enterprise (Webe r, 2008). Vietnamese enterprises are mainly small and medium enterprises, so that Vietnamese enterprises can compete more strongly than foreign ones, the implementation of corporate social responsibility is also a way to increase profits. The competition for enterprise (Weber, 2008) in the period of globalization is taking place increasingly powerful. Thus, corporate social responsibility (CSR) is a concept that is valued as a highly valued enterprise action for a society in which the enterprise perceives it as a strategy (Porter & Kramer , 2006). In addition, there is an important view that CSR can help small and medium enterprises attract and retain customers, increase the social image of the enterprise is a factor that strongly impact on customers. they decided to buy the product, and with the growing interest in CSR in recent times of the customer (Angelidis et al, 2008) Indeed, there is so much research to be placed on the establishment and presence of a connection, rather than on how to exploit that connection, specifically the relationship between the performance of the responsibility The social and operational performance of a enterprise is a positive relationship, meaning that it does not imply that increased social responsibility will increase the financial performance of the enterprise . the p. N can not see social responsibility as the cause and effect of the enterprise as a result (Margolis & Walsh, 2001). Then, what would be the real relationship when researching in Vietnam. For the above reasons, "The relationship between social responsibility and performance : case enterprise es Mekong Delta - Vietnam "is done and expect answers to all the questions in practice as in theory be argued above to find the real relationship between the implementation responsibility social and operational financial performance of the enterprise from direct to indirect variables related enterprise in Vietnam, namely vat g Mekong Delta. 1. 2 . Objectives of the study Study the relationship between the implementation of corporate social responsibility and the performance of the enterprise to address the following specific objectives: Objective 1: K explodes theory relationship between social responsibility i and the performance of the enterprise , the factors constituting this relationship.
Objective 2: X stood and testing theoretical models the relationship between social responsibility and operational financial performance of the enterprise . Objective 3: Testing the relationship between social responsibility of enterprises and the financial performance of enterprise operations nghiệ p, testing the difference between firm size on this relationship. Objective 4: Provide the governance implications related to the implementation of social responsibility of enterprise and operational financial performance of enterprise es in the corporate governance. 1. 3. Objects and scope of research The object of study is the relationship between corporate social responsibility and performance enterprise . The subject of the survey is the managers of the enterprise , including the director, deputy director of the enterprise , or the manager , in charge of corporate social responsibility, head of human resources or marketing manager. of enterprises in the Mekong Delta 1 .4 . Research Methods The study uses a linear-structure model (SEM) to test the relationship between social responsibility performance and enterprise performance. This is the method recommended by social entrepreneurs in the world to be the most appropriate and used in the study of this relationship. 1. 5. Structure of the study Case studies are structured in the following way: Chapter 1: Overview of research An overview of the study will introduce the context in which research is conducted, from which research is made to find research flaws to conduct research through research objectives and questions. From that, the research uses the appropriate research methodology for the subjects and gives the meaning of the study as well as the structure of the whole study. Chapter 2: Theoretical Foundations and Research Models Introduction to the concept of u research and an overview description of research concepts is the basis of theoretical foundations for the establishment of research. From codifying the concept of social responsibility of enterprises, enterprise interests, leadership and operational financial performance of the enterprise from the research world and in Vietnam continued research outlines are model theory research on the relationship between the implementation of social responsibility of enterprises in m amniotic direct relations and indirect same independent variables, observed variables, dependent variables, control variables and variables Intermediate. Chapter 3: Research Methods Study the development of scales for formal research through preliminary research. Qualitative research was conducted through interviews with experts, quantitative research is done when setting up a questionnaire for preliminary studies, crazy i to collect data for later analysis Descriptive statistics and exploratory factor analysis (EFA ) to determine the official scale. Chapter 4: Research and modeling results Describe the data collected by the research sample by descriptive statistics. The study then carried out CFA , SEM, Boostrap and Boostrap as well as multi-group analysis for control variables. on the size of the enterprise . Chapter 5: Conclusions, implications and implications of research
Bring together the findings that research has made, thereby studying the implications as well as the contribution of research to the theory and practice of the relationship between corporate social responsibility and financial performance.
CHAPTER 2: THEORETICAL BASIS AND RESEARCH MODEL 2.1. Concepts in research 2.1.1. The concept of corporate social responsibility In the research process of the scientific community there are many different views on the concept, content and scope of the concept of corporate social responsibility. Each research, organization, enterprise and government understands the social responsibility of the enterprise from a particular perspective and perspective, depending on the conditions, characteristics and level of development. First, the expression ni m ệ social responsibility of enterprise is HR Browen first launched in 1953 in the book "Social responsibility of enterprise ". After him, many authors have introduced the notion of social responsibility as Davis (1960) in his book Steel Law of Responsibility, Mc Guire (1963) in his book "enterprise and Society." At this stage, corporate social responsibility concepts are often referred to and defined as law and economic. Corporate social responsibility continues to be mentioned and approached in a variety of ways. T he Carroll (1979) " Corporate social responsibility includes the social expectations of economics, law, ethics and volunteerism for organizations at a given time." In this period, Carroll introduced the notion of social responsibility in line with the three social expectations, and this definition was widely regarded by many researchers as a model for research. Continuing to pursue research on corporate social responsibility, in 1991, he introduced four types of corporate social responsibility that form the corporate social responsibility concept of complete enterprise : economic, legal legal, ethical and moral . Caroll's concept was widely applied during this period, and Friedman (1970) introduced the notion of social responsibility, whose focus remains broadly accepted today. (Carter et al., 2000; Chand, 2006; Frooman, 1997). Friedman says managers are not only responsible for shareholders, but also for increasing wealth and assets for their shareholders. Thus, he focuses on the very different aspects of management, in management responsibility, he regards management responsibilities and even the executives as employees of the owners- It is their responsibility and their sole responsibility (also the owners) to do as much as possible to create as much value as possible and to conform to the basic rules of society. In 1970, the article by Milton Friedman wrote that "Corporate social responsibility is to increase its profitability." This was the most controversial statement at the time , published at the time it was not a scientific report (published on New York Times). In his view, managers have the moral responsibility to act always in the long run to follow the best interests of the shareholders. He did not think that enterprise es should participate in activities that increase social welfare; In fact, he argued that self-sufficient capitalism boosts social welfare. This means that enterprise es will definitely engage in activities that will increase social welfare. However, in Friedman's view motivation only of the manager For enterprise to participate in social activities means increasing the welfare of society is to always increase in the long term in the wealth of shareholders. After that time, Freeman came up with a concept of social responsibility in a different direction, and that was a mixed opinion with Friedman. Freeman (1991) argues that social financial performance is necessary to achieve legitimate enterprise . Freeman also mentioned stakeholders q uan - managers have fiduciary responsibility to all stakeholders -
not just shareholders but all stakeholders, in particular that customers, staff, suppliers, communities and even society. Freeman also made the link between social responsibility and financial performance of enterprise operations and suggest this relationship is real and positive as shown in the long term. Thus Freeman's concept of social responsibility seems to be most relevant when it comes to the study of social responsibility performance . Because this concept refers to the interaction of corporate responsibility withstakeholders . enterprise interactions with the activities of stakeholders to create enterprise performance for enterprise es as well as partners is the most important. 2.1. 2 . Concept of enterprise interests According to Harrison and Freeman (1999); Hillman and Keim (2001); Brammer et al. (2007); Maignan and Ferrell (2001) note that there is a great deal of research on corporate social responsibility and performance but less research has addressed the impact of corporate social responsibility on corporate groups. Different views lead to enterprise interests for the relevant groups in return for the enterprise of the implementation of corporate social responsibility. In our study , Weber (2008 ) illustrates the overall schema that allows managers to assess how the effects of corporate social responsibility act on the enterprise value of the company. myself. With this approach it is possible to enhance the effectiveness of corporate social responsibility practice involvement and support for sound decision-making in the field. Yet, many corporate social responsibility studies have used enterprise interest indicators to study in corporate social responsibility research studies with stakeholders. Summary of the results of the study reviewed above,the concepts related to enterprise interests (non-financial) are presented as follows. (1) The reputation of the enterprise Deephouse (2000) defines fame as the evaluation of a enterprise of stakeholders according to their influence, esteem and knowledge. Reputation is a source of competitive advantage, signaling to stakeholders the attractiveness of the enterprise , so that they may be willing to sign contracts with enterprise es. (2) Attract and retain customers Customers or consumers represent one of the most important stakeholder groups (Rugimbana et al., 2008). Their loyalty and loyalty are the foundation of any enterprise . Pivato et al. (2008) found that consumers were aware of a enterprise that was related to corporate social responsibility and had greater confidence in the enterprise and its products. This leads to increased customer loyalty and revenue (Sweeney, 2009). (3) Attract and retain employees Enterprise-based perspectives suggest that sustainable competitive advantage is based on the accumulation, attraction, and maintenance of hard-to-replace and unmanaged human resources (Prahalad and Hamel, 1990). It is considered as an essential asset in any enterprise . Backhaus et al. (2002) demonstrated that corporate social responsibility increases the attractiveness of a enterprise to potential employees, the most influential areas of corporate social responsibility, including environmental issues, community relations and diverse policies. Koh and Boo (2001) reported a positive relationship between organizational ethics and employee satisfaction. In addition, employees who are closely associated with the organization exhibit positive supportive behavior toward the organization and are motivated to work harder and stay longer with the organization. (4) Access to capital
Corporate social responsibility is an important element in helping enterprise es access capital, especially in difficult times of the economy. Because corporate social responsibility is committed to society, investors or creditors have relevant interests, and corporate reputation is also built in the community, thereby Being sympathetic and trusting to investors and lenders, it is easier to access capital from these people. Waddock and Graves (1997) also argue that investors favor firms with higher social returns. Long-term finance (debt and equity) provides enterprise es with the funds they need to operate and grow. Thus, access to capital is important to all organizations and has a great influence on organizational success (Sweeney, 2009). 2.1. 3 . Concept operational financial performance of enterprises Carroll (1991) argues that the benefits of CSR can be very deep in many different cognitive relationships , not simply by thinking that one or a few of the relationships may be detached. ng with the performance.According to Neville et al. (2005) the mixed results may be the result of incomplete characteristics of the relationship between CSR and performance. Peterson (2004) and Carroll (2000) argue that the shift from measuring the correlation between a CSR measure and a measure of performance and thought is more effective when considering the impact of CSR on individual stakeholders. Fombrun et al. (2000) argue that a simple correlation between CSR and performance is impossible because CSR only affects performance through intermediates. Include enterprise interests such as improving reputation; increase sales and loyalty; Increase the ability to attract labor. Neville et al. (2005) identified reputation as an intermediate variable between CSR and performance . Thus, the relationship between CSR and performance is a complex relationship with the stakeholders. - Return on Revenue (ROS) This factor reflects the net profit (profit after tax) of an enterprise over its sales. It shows how much revenue can be generated by a co-revenue. ROS = Net Profit / Revenue - Return on Asset Allocation (ROA) This factor reflects the financial performance of asset use in the enterprise operations of the enterprise and is also a measure to assess the management capacity of enterprise management. It shows how much a net asset yields net copper. ROA = Net Profit / Total Assets - Return on Equity (ROE) This factor reflects the net income of shareholders. This factor is of special concern to investors as well as shareholders. ROE = Net Profit / Equity 2.1. 4 . Concept of leadership Good leadership is needed in CSR activities, research Belkaoui and Karpik (1988) suggested that leadership skills to excel is very effective for creating new enterprise es. According to Alexander and Buchholz (1978) argue that the results of implementing CSR will improve relationships with key stakeholders, which in turn lead to improved performance in areas such as customer service. goods, employee relations and community relations that all lead to increased profitability for the enterprise . Transformational leadership Burn (1978) argues that transformational leadership clarifies the vision of the future and shares with employees, stimulates employee intelligence, and cares about personal differences among employees. Transformational leadership explains the unique connection
between leaders and employees for high performance and performance in teams, units and organizations. Transformational leadership far exceeds the efforts of leaders seeking to meet current needs of employees through the exchange and exchange of awards. Conversely, change leaders raise awareness and interests in the group or organization, increasing confidence and gradually moving employees away from focusing solely on individual survival to attention to goals. the common interest of the organization. Transactional Leadership Humphries (2001) argues that today trading leadership is the dominant style in enterprise and is characterized by a reward system for employees who achieve organizational goals. The trading style of the leader involves exchanges between leaders and employees where both sides receive something of value. Often employees receive financial rewards and the leader achieves the goals. Trading leaders influence the bottom level by setting goals, clarifying desired results, providing feedback, and exchanging rewards for achievement (Dvir et al., 2002. ). Transaction leaders do not personalize the needs of their subordinates or focus on their personal growth. Transaction leaders exchange values with their subordinates to improve the financial performance of both their subordinates and themselves (Northouse, 2004). 2. 2. Research models and research hypotheses Study the relationship between social responsibility and operational financial performance of the enterprise is more and more research, as well as referring to the actual enterprise of the enterprises of Vietnam and the world. When it comes to social responsibility, it is a dynamic and challenging concept in each economic context ( Matten & Moon (2004).) Corporate social responsibility is also referred to as a social responsibility. enterprise critical enterprise's enterprise situation today (Quinn, Mintzberg, & James, 1987). and the relationship between the implementation of social responsibility of enterprise and operational financial performance of the enterprise is survive (Arlow & Gannon, 1982; Ullmann, 1985) Study Harrison and Freeman (1999); Hart and Ahuja (1996), Mackey et al (2007) showed that social responsibility of enterprises linked to the performance of the enterprise . However, in each study showed different effects. Studies (Aragon-Correa et al. (2008)) show that there is a positive relationship, study Gilley et al. (2000), Thornton et al. (2003) showed no relationship. In addition to each market, each country's relationship between the performance of corporate social responsibility and the performance of the enterprise also varies. According to research by Marc Orlitzky et al (2003) showed a correlation between the social responsibility of enterprise and operational financial performance of the enterprise . With this study Orlitzky analyzed previous research has studied the social responsibility of enterprises showed that study the performance of the enterprise is based on the indicators in terms of accounting that is the ROA, ROE, ROS, while the rigor of the study is less when evaluating the performance of the enterprise through the market indicators or indicators of corporate reputation. According to Wood & Jones (1995), large-scale companies often spend more on social responsibility than smaller companies. From the above arguments, the study builds on the following model:
Research hypothesis: Thus, by analyzing and synthesizing the entire theoretical basis of research, analyzing the connections of concepts and constructing research models. The study synthesizes the following theories: H1 : The implementation of corporate social responsibility has a positive impact on the enterprise interests of the enterprise . H2 : The enterprise benefits of a enterprise have a positive impact on the performance of the enterprise . H3 : Leadership in the same direction to the implementation of corporate responsibility. H4 : Leadership affects the performance of the enterprise . H5 : Corporate social responsibility has a positive impact on enterprise performance. H6 : Are there differences in the relationship between social responsibility of enterprise and operational financial performance of enterprises as divided according to the size of the enterprise .
CHAPTER 3: RESEARCH METHODOLOGY 3. 1. Overview of the research process Step 1 : Establish a research model and design a research questionnaire Step 2: Preliminary research In the preliminary research stage, the following activities should be carried out: (1) Preliminary investigation, (2) A preliminary assessment of the reliability of the scale, (3) Discovery Factor Analysis (EFA) and (4) Set up the official questionnaire. Step 3: Formal study The formal study was conducted based on the formal questionnaire after the second step, the study was conducted in enterprises in the Mekong Delta namely, the three provinces of Can Tho, Vinh Long and Kien Giang with the number of enterprises is 392. Thus, the research concept was assessed based on the sample size of 392 observations. The two main contents were carried out in this formal study: (1) confirmatory factor analysis (CFA) and (2) research model verified by structural modeling (SEM - Structural Equation Modeling). CFA analysis was performed for the purpose of verifying the fit of the scale: aggregation reliability, deviation deviation, uniqueness, convergence and discrimination. When the CFA analysis was successful, the next step was to test the hypotheses proposed in the SEM model. 3.2. Method of collecting and processing information 3.2.1. Design preliminary survey questionnaire The research questionnaire was constructed based on quantitative variables on the Liker scale with a 5-level scale, measured in the long run meaning that the variables were measured using a quantitative scale indicating the The increase of these ratios during the last 5 years of the enterprise. 3.2.2. The method of data collection The sampling method was collected for qualitative research by interviewing the research specialists in the field of corporate social responsibility through a qualitative interview. With elementary data: a convenient survey. P incense legal This allows you to obtain greater depth of knowledge and primary data were surveyed through questionnaires quantified by interviewing managers of the enterprise as directors, deputy directors, the Managing Executive HR. Specific research interviewed enterprise es in the Mekong Delta. 3.2.3. Data processing methods The study uses the following methods to process quantitative data and test the impact model of corporate social responsibility performance on enterprise performance as follows: Cronbach's Alpha coefficient assay was used to remove the rubbish before conducting factor analysis. Exploratory factor analysis - EFA is an interdependence technique, which means that there are no independent variables and variables that rely on the interrelationship of the variables. ). Confirmation Factor Analysis CFA: The CFA method for analyzing linear modeling has several advantages. Structural model of linear SEM also has advantages over the methods to other media such as regression, probit, ... because it can calculate the measurement error and simultaneous nature of it is to simultaneously run multiple ph Chapter ng regression.
Bootstrap Verification - SEM model reliability test: After completing the estimation of the model, the question of re-evaluating the reliability of the estimation is a very necessary task. 3.2 . 4 . Results of the reliability assessment of the scale: Below is the result of the reliability of the scale of each concept in the research model and is explained in detail as follows: The first is a test of the reliability of the environmental scale : the environmental scale consists of the following observation variables. Initial reliability analysis shows that the coefficient α = 0.841> 0.6 ensures the reliability required for the environmental scale . B sighted CSR MT6 was eliminated. After variable type CSR MT6 and recalculate the reliability of the scale, we get α = (higher before the variable type CSR MT6 and correlated variables sum of all variations of this scale ranged from 0785 e ến 0.840 and all of which are greater than 0.3.In summary, the environmental scale has achieved the required reliability. K Score is the reliability of the scale Staff, scale staff coefficient α = 0849 , in measuring scales Staff only four observed variables CSR NV1, CSR NV2, CSR NV3 and CSR NV5 corresponding to relative Total values from 0.650 to 0.737 are 0.3. In a nutshell, the Employee Scale achieves the required reliability. K Score is the reliability of scale customers. The Customer Scope is composed of five variables: CSR KH1, CSR KH2, CSR KH3, CSR KH4 and CSR KH5, respectively, with a value of 0.441 to 0.777. When looking at the coefficient of Cronbach's Alpha, if the variable type is α = 0.897 if the variable CSR KH4 "Raise the accessibility of customers to products and services (people dying, deep in the distance" in the real practice interviewing enterprise es in the Mekong Delta are not clear about the meaning and stranger to turn this observation. After the variable type CSR KH4 from scaling coefficient α = higher than before variable type. In addition, the correlation coefficients of the variables remaining in the concept of values from 0.720 to 0.800 are greater than 0.3. In a nutshell, customers gain credibility. K Score is the reliability of the scale Supplier with three specific observed variables that CSR NCC1, CSR NCC2 and CSR NCC3. The coefficient of correlation for the sum of these three variables is 0.778, 0.845 and 0.757, respectively, greater than 0.3. At the same time, the coefficient α = 0.895 is the greatest. Consequently, the supplier's scale is kept constant for the observed variables. Continuing with the reliability test of the scale, the necessary coefficients of the reliability test for the Community scale. Specifically gain coefficient α = 0817 largest scale, the correlation coefficient of each variable total CSR NCD1, CSR NCD2, CSR NCD3 and CSR NCD4 achieved from 0585 to 0695 are greater than 0.3. In a nutshell, the scale of confidence in the community is needed. T Top Leader measure is composed of seven observed variables. The result of the confidence interval shows that the coefficient α = 0.950, ensuring the required reliability and the highest coefficient. The total variance of each observation variable was high, ranging from 0.744 to 0.861, all greater than 0.3. So, the Leader scale is credible. K Score is the reliability of the scale Benefits Staff - is constituted by four variables observed BBNV1, BBNV2, BBNV3, BBNV4; The coefficient α = 0.893 is the highest, and the total variance of the variables 0.696 to 0.862 is greater than 0.3, the variables are kept constant. Therefore, the Employee Benefits Scale is required. Continuing with the Customer Benefit Scale, the α factor = 0.855 of this scale is also the highest, with three variables making up the total variance of the scale of 0.682 and
above greater than 0.3. As such, the Customer Benefit Scale satisfies the required reliability with the composition of the three observed variables retained. T cave measuring Benefits reputation is formed from three observed variables BBDT1, BBDT2, BBDT3 and test the reliability of this scale through the coefficient α = 0.845 with correlation variable sum of the observed variables achieved from 0672 to 0.758. The scale retains the original variables and achieves the required reliability. The confidence intervals of the next scale require capital with a coefficient of α = 0.856 with two observed variables that correlate the sum of 0.739. Scale of Benefit Access to capital has reached the required level of confidence. The concept of performance also attained the required reliability with the coefficient α = 0.862 with the total variable correlation for the three observed variables reaching a factor greater than 0.3. The above is a test of the reliability of all the concepts in the research model, in particular the scale has reached the required reliability.
CHAPTER 4: ANALYSIS OF RESULTS OF RESEARCH 4.1. Assessment of the reliability of the scale for the official study: Below is the result of the reliability of the scale of each concept in the research model. The survey consists of four observation variables. P pleased integrated reliability coefficient α = shows 0913 > 0.6 ensures reliability cầ n for environmental scale. In a nutshell, the environmental scale has achieved the required reliability. K Score is the reliability of the scale Staff, Scale employee is constituted by four variables observation, inspection results show that the coefficient α = 0. 867 , and the correlation coefficient of total variation of the three variables Observations are greater than 0.3. Thus, scale staff coefficient α = 0867 , in measuring scale staff observed variables only four CSR NV1, CSR NV2, CSR NV3 correlated variables corresponding to the total gain from 0 .736 to 0. 766 are large> 0.3. In a nutshell, the Employee Scale achieves the required reliability. C evil factor when testing the reliability of scale customers. The customer metrics are made up of four CSR variables KH1, CSR KH3 and CSR KH5, respectively, ranging from 0.668 to 0.762, which is greater than 0.3 and α = 0.847 . In a nutshell, customers gain credibility. K Score is the reliability of the scale Supplier with three specific observed variables that CSR NCC1, CSR NCC2 and CSR NCC3. The coefficient of correlation for the sum of these three variables is 0.798, 0. 785 and 0.847 are all greater than 0.3. Also α = coefficient 0904, d o which, Supplier scale achieved by the reliability needed . Reliability of the scale The community with the coefficient α = 847 is the largest for the scale, the coefficient of correlation for each variable CSR NCD2, CSR NCD3 and CSR NCD4 is 0.702 which is greater than 0.3. In a nutshell, the scale of confidence in the community is needed. T Top Leader measure is composed of seven observed variables. The result of the confidence interval shows that the coefficient α = 0.955 , ensuring the required reliability and the highest coefficient. The total variance of each observation variable reached the high coefficient, ranging from 0.781 which was greater than 0.3. So, the Leader scale is credible. K Score is the reliability of the scale Benefits Staff - is constituted by four variables observed BBNV1, BBNV2, BBNV3, BBNV4; The coefficient α = 0.902 is the maximum, and the total variance of the variables from 0.796 is greater than 0.3, the variables are kept intact. Therefore, the Employee Benefits Scale is required. Continuing with the Customer Benefit Scale, the α coefficient of 0.909 of this scale is also the highest, with three variables making up the total variance of the scale of 0.627 and greater than 0.3. As such, the Customer Benefit Scale satisfies the required reliability with the composition of the three observed variables retained . K Score is the reliability of the scale to need capital coefficient α = 0881 with two variable correlation observed variable gain total is 0787 scales l oi capital gain useful approach necessary reliability. K picking concept operational financial performance and achieve the necessary reliability coefficient α = 0 .946 with correlated variables total for the three variable gain coefficient observed were greater than 0.3.
The above is a test of the reliability of all the concepts in the research model, in particular the scale has reached the required reliability. Most scales have achieved the reliability for formal study. 4.2. Exploratory Factor Analysis (EFA) for formal research (1) EFA for Corporate Social Responsibility Scale All the parameters of implementing the EFA Discovery Factor Analysis for Corporate Social Responsibility Scale. Verifying KMO and Bartlett's for Corporate Social Responsibility Factors, KMO = 0.922 and Sig. = .000, achieving a high level of meaning, the scale of good corporate social responsibility is constituted by Customer, Environment, Employee, Supplier, and Community dimensions. This is evident when the factor load factors of the ranges ranging from 0.773 to 0.944 are greater than 0.4 and the difference in factor load factor when those variables are grouped into groups The difference is greater than 0.3, and the stop when extracting the fifth factor with eigenvalue = 1.082> 1, satisfies the requirement. (2) EFA for Leader scale K Score is the KMO and Bartlett's concept Leader, expressed KMO = 0924 and Sig. = .000, representing a very high level of significance for EFA implementation. (3) EFA for scales enterprise Benefits P pleased to discover an area factor to scale the enterprise benefits of which there are three groups of factors extracted and achieve the appropriate weighting factor . Accrediting KMO and Bartlett's enterprise benefit concepts showed the coefficient KMO = 0.871 and Sig. = .000, this concludes that the implementation of EFA analysis is appropriate. C evil weighting factors as well as coefficient of variance extracted Eigenvalua and group factors; There are three groups of factors to be extracted, namely employee benefits, customer benefits, and capital access benefits. This factor is extracted from the original scale of the enterprise benefit theory. Specific factor weights are in the range of 0. 732 to 0.95 6 , with a deviation of over 8 6%> 50. %. That is, the general part of the scale contributes to the concept of relationship quality greater than the individual part and the error. This implies that these scales well explain the concept of enterprise benefit research . In a nutshell, the enterprise benefit scale of an enterprise is acceptable with three groups of factors according to the theoretical model mentioned in Chapter 2. (4) EFA for Performance Measurement Final Exploratory Factor Analysis for KMO and Bartlett's enterprise Performance Concepts The coefficients Eige n v a lue = 2.710 > 1 and the extraction variance is over 90 % > 50%, which suggests that the general part of the scale contributes to the concept of the results of the scales for the concept of financial performance. Greater activity than part and error. Factor coefficients also vary over a range of more than 0.939 , all of which are greater than 0.3. Thus, the value of these scales is acceptable. 4.3. Assertive Factor Analysis (CFA) (1) CFA Results Corporate Social Responsibility Factors Because the concept of corporate social responsibility is not measurable, it is only measurable corporate social responsibility through the corporate social responsibility of the parties involved . But in the preliminary study the scale for the latent variable of corporate social responsibility was measured by five observed variables. As the analysis of the EFA
study retained all of the observation variables of the corporate social responsibility concept and to the assertive factor analysis, CFA will re-examine whether these scales conform to the numbers. research market. The CFA results of the corporate social responsibility concept are shown below: Figure 4 1 . Standardized CFA results of the corporate social responsibility concept The normalized CFA model of the normalized corporate social responsibility concept shows the following parameters: the model has 94 degrees of freedom, Chi-square = 233,336 with P = .000, CMIN / df = 2,482.
So the pairs of concepts in the CFA analysis of the concept of enterprise interests are gaining distinction. (3) CFA Results Leadership Scales The CFA test results show that the scale model has a degree of freedom of 12, Chi-square = 31,758 (p = .002), CMIN / df = 2,647 0.9, RSMEA = 0.65
relationships ranging from 0.000 to 0.026 are all less than 0.05, so the correlation coefficients of these pairs of pairs differ from 1 at 95% confidence, so these pairs reach distinct value. In summary , the results CFA measurement model the relationship between social responsibility and operational financial performance of the enterprise include: social responsibility, enterprise interests, leadership and operational financial performance are appropriate market data, achieve unidirectional, ensure convergence value, ensure reliability and distinguished value. 4.3.1. Modeling of theoretical modeling using linear structural modeling (SEM) The results of the SEM model are shown below: Figure 4 .6 . The results of the SEM model (standardized) Model 4. 6 shows the results of the theoretical modeling test with 514 degrees of freedom, chi-square = 1237.108 (p = .000), CMIN / df = 2.407
Figure 4.7 The SEM results of the standardized model The results of the causal relationship show the effects of the actors in the research model as follows: In summary, corporate social responsibility, when considering the direct impact on enterprise performance, is a positive relationship with the standardized weighting of 0.350, indirectly related to enterprise benefits and then enterprise benefits affecting performance are the strongest impacts on the standardized 0.476 Table 4.24 Regression coefficients of the theoretical model Hypothesis Relationship Estimates SE CR P SEM model H1 enterprise Social