(Luận văn) market orientation, corporate social responsibility, and firm performance the moderation role of relationship marketing orientation

MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to ng hi ep w n lo ad ju y th yi pl HOANG CUU LONG n ua al n va Market Orientation, Corporate Social Responsibility, and Firm performance: the moderation role of Relationship Marketing Orientation ll fu oi m at nh z z ht vb k jm DOCTORAL THESIS om l.c gm n a Lu n va y te re Ho Chi Minh City, 2019 MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to ng hi ep w n lo ad ju y th yi pl HOANG CUU LONG n ua al va n Market Orientation, Corporate Social Responsibility, and Firm performance: the moderation role of Relationship Marketing Orientation ll fu oi m at nh z z ht vb jm k DOCTORAL THESIS Specialization: Business Administration Code: 9340101 om l.c gm n a Lu SUPERVISORS: Assoc.Prof BUI THANH TRANG, Ph.D Assoc.Prof TRAN HA MINH QUAN, Ph.D n va y te re Ho Chi Minh City, 2019 i TABLE OF CONTENTS t to ng hi ep LIST OF TABLES v w LIST OF FIGURES vi n lo ad CHAPTER 1: INTRODUCTION ju y th 1.1 Motivation yi 1.2 Research objectives pl 1.3 Research questions ua al 1.4 Research scope n n va 1.5 Research methods ll fu 1.6 Research contributions 10 m oi 1.7 Structure of the study 11 nh 1.8 Conclusion 13 at z CHAPTER 2: THEORITICAL BACKGROUND AND HYPOTHESES z ht vb DEVELOPMENT 14 k jm 2.1 Overview theory of the firm 14 gm 2.2 The stewardship theory 16 om l.c 2.3 The agency theory 17 2.3.1 The agency problem .17 n a Lu 2.3.2 Agency theory .19 2.4.2 Stakeholders theory 31 y te re 2.4.1 Stakeholders approach 21 n va 2.4 The stakeholder theory 21 2.5 Relationship marketing theory 32 2.5.1 Business relationship 32 ii 2.5.2 Relationship marketing 36 t to 2.5.3 Relationship marketing orientation - RMO 39 ng 2.6 Market orientation 45 hi ep 2.7 Corporate Social Responsibility - CSR 48 w 2.8 Firm performance 55 n lo 2.9 Market orientation and CSR 56 ad 2.10 RMO as moderator for MO and Firm performance 58 y th ju 2.11 RMO as moderator for CSR and Firm performance 59 yi pl 2.12 RMO as moderator for MO & CSR 60 al ua 2.13 Summary of some relating empirical researches 61 n 2.14 General comments about the previous studies 83 va n 2.15 Proposing direction for the study 84 fu ll 2.16 Conclusion 85 oi m at nh CHAPTER 3: METHODS AND MEASUREMENT 87 3.1 Introduction 87 z z ht vb 3.2 Research design 87 jm 3.2.1 Preliminary assessment 87 k 3.2.2 Main survey 88 gm 3.2.3 Sampling .88 om l.c 3.2.4 Research process 89 3.3 Measurement 91 a Lu 3.3.1 Market orientation scale 91 n 3.4 Conclusion 100 y 3.3.4 Firm performance scale .99 te re 3.3.3 Relationship marketing orientation scale 96 n va 3.3.2 CSR scale 93 iii CHAPTER 4: DATA ANALYSIS AND RESEARCH RESULTS 101 t to 4.1 Introduction 101 ng hi 4.2 Overview and research sample description 101 ep 4.2.1 Qualitative research questions 101 w 4.2.2 Qualitative research sample and implementation method 102 n lo 4.2.3 Quantitative research 102 ad 4.2.4 Quantitative research sample and implementation method .103 y th ju 4.3 Measuring scales before analyzing EFA 107 yi 4.4 Cronbach's alpha for CSR components 108 pl ua al 4.5 Cronbach’s alpha for MO components 110 n 4.6 Cronbach’s alpha for RMO components 112 va n 4.7 Cronbach’s alpha for FP components 115 fu ll 4.8 Exploratory Factor Analysis - EFA 116 m oi 4.9 Confirmatory Factor Analysis - CFA 127 nh at 4.9.1 Discriminant validity 129 z z 4.9.2 Convergent validity 129 vb ht 4.10 The construct reliability and variance extracted 129 jm 4.11 Structual Equation Modeling – SEM analysis 132 k gm 4.12 Conclusion 142 om l.c CHAPTER 5: DISCUSSION, IMPLICATIONS AND CONCLUSION 143 5.1 Introduction 143 a Lu n 5.2 Research results summary 143 va 5.3 Research contributions 145 n 5.4 Managerial implications 147 y 5.3.2 Practical contributions .146 te re 5.3.1 Theoretical contributions 145 iv 5.4.1 Market Orientation dimension 147 t to 5.4.2 Corporate Social Responsibility – CSR .148 ng 5.4.3 Increasing the Relationship Marketing Orientation (RMO) 150 hi ep 5.5 Research limitations and further research directions 153 5.6 Conclusion 154 w n lo LIST OF PUBLICATIONS 155 ad y th REFERENCES 156 ju APPENDIX 1: QUALITATIVE RESEARCH QUESTIONS 176 yi pl APPENDIX 2: MAIN QUANTITATIVE QUESTIONNAIRE 182 ua al APPENDIX 3: LIST OF EXPERTS IN QUALITATIVE RESEARCH 188 n va APPENDIX 4: CRONBACH ALPHA OF RESEARCH CONECPTS SCALES n ll fu 189 oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re v LIST OF TABLES t to ng Table 2.1: Comparison of Agency theory and Stewardship theory 20 hi ep Table 2.2: Summary the role of stakeholder groups 25 w Table 2.3: Summary of some relating empirical researches .61 n lo ad Table 3.1: Customer orientation item scale 922 y th Table 3.2: Competitor orientation item scale 922 ju yi Table 3.3: Inter-functional coordination item scale 932 pl ua al Table 3.4: Economic responsibility item scale .933 n Table 3.5: Legal responsibility item scale 944 va n Table 3.6: Ethical responsibility item scale 95 ll fu oi m Table 3.7: Philanthropic responsibility item scale 96 at nh Table 3.8: Trust item scale 97 z Table 3.9: Bonding item scale 97 z ht vb Table 3.10: Communications item scale 98 k jm Table 3.11: Shared value item scale 98 gm Table 3.12: Empathy item scale 99 om l.c Table 3.13: Reciprocity item scale 99 Table 3.14: Firm performance scale 100 a Lu n Table 4.1: Research sample description 106 y te re Table 4.3: Cronbach’s Alpha for MO components 110 n va Table 4.2: Cronbach's alpha for CSR components 108 Table 4.4: Cronbach’s Alpha for RMO components 112 vi Table 4.5: Cronbach’s Alpha for FP components 115 t to Table 4.6: Final results of analyzing CSR components 117 ng hi Table 4.7: The final results of analyzing MO components .119 ep Table 4.8: Final results of analyzing RMO components 121 w n Table 4.9: Final results of analyzing FP components .122 lo ad Table 4.10: Reliability analysis after EFA 123 y th ju Table 4.11: Correlation coefficient among concepts 129 yi Table 4.12: The construct reliability and variance extracted of research concepts 130 pl al n ua Table 4.13: Estimated results before standardized 133 n va Table 4.14: Results of testing the moderation role of RMO 134 ll fu Table 4.15: Differences of impact level to low and high group .135 oi m Table 4.16: Moderation role of RMO in research model 136 at nh z LIST OF FIGURES z ht vb k jm Figure 1.1: Proposed research model 85 gm Figure 3.1: Research process 90 om l.c Figure 4.1: Confirmatory Factor Analysis – CFA 128 Figure 4.2: Structual Equation Modeling – SEM analysis 133 n a Lu n va y te re CHAPTER t to INTRODUCTION ng hi ep 1.1 Motivation w Being a member of many prestigious and famous organizations in the world as well n lo as agreements such as WTO or ASEAN Economics Community - AEC, together with ad y th the continuing movement to a market-oriented economy has caused Vietnamese firms ju change their traditional ways of doing business In the whole picture, Vietnamese yi firms have been required to differentiate their offerings in order to successfully pl ua al compete not only with domestic players, but also with international competitors in n right their home market (Nguyen & Nguyen, 2011) To survive and develop in such va a competitive business environment, Vietnamese firms have no choice but have to n ll fu enhance their operations and governance To achieve the sustainable competitive oi m positions, Vietnamese firms should have appropriate resources and capabilities nh Consequently, identifying and nurturing resources, governance, business relations as at well as capabilities, it is necessary creating competitive advantages for Vietnamese z z firms in their business environment (Nguyen & Nguyen, 2011; Long, 2013) vb ht In transitional economy as Vietnam, business activities of the firm are affected by the jm k constant changes in knowledge, the limitation in resources, the tough competitions gm and unpredicted risks, etc In such context, the role of key person insider of the firm om l.c such as employees, CEO, senior managers become very important They should have more extensive experiences in equipping market information, knowledge in order to a Lu improve or maintain firm performance (Wiklund, 1999) Besides, they also have n culture, Vietnam has a high level in term of relation orientation towards the others both inside and outside factors always have an impact on firm performance y such a collectivistic culture (Luu, 2017) Lumpkin & Dess (1996) demonstrate that te re Hence, in Vietnam, the value congruence towards customers is more likelihood in n va enriched the business relations as well (Nguyen & Viet, 2012) With a collectivist Moreover, they also point that any changes in characteristics would change the nature t to of the firm as well as its operations ng hi Market orientation is defined as organizational culture that creates effectively and ep efficiently firm performance (Narver & Slater, 1990) Besides, it creates the necessary behavior for establishing superior value for the buyers, therefore, it continuous makes w n superior business performance In scope of a firm, its managers should posess in- lo ad depth market knowledge in order to respond with the information that may create y th sustainably firm performance Moreover, market orientation guides the ju yi organizational market information processing activities, then, it is applied to firm’s pl strategies (Kohli & Jaworski, 1993; Sin et al., 2005) Market-oriented firms usually al n ua concern towards customers and competitors Further, market orientation exists on the va degree to which firms obtain and react to feedback from customers and competitors n For instance, market-oriented firms continuously collect information about target fu ll customers’ needs and competitors’ capabilities Then, they utilize information to m oi continuously create superior customer value Therefore, market orientation is related nh at to specific and routine processes that create superior values to customers It also z assists firms in gaining sustainable competitive advantage Market orientation has z ht vb been proven to positively impact on firm performance (Kohli & Jaworski, 1993; jm Baker & Sinkula, 1999; Long, 2015) Similarly, Narver & Slater (1990) determined k that market orientation will create necessary behaviors to build up maximum values l.c gm to customers om Relationships is seen as a central point in business activities Eventually, in modern a Lu business, it is heightened fim’s competition to the global market In emerging n markets, most of societies have changed from the industry oriented to the service va oriented forms Therefore, the business relationship importance has been more n loyalty Also, Sheth & Parvatiyar (1995) express that building relationships with y context, Dwyer et al (1987) state that one of the core within a relationship is customer te re concerned (Gummesson, 1999; Janslätt Axelsson & Blick, 2016) In such business 188 APPENDIX t to LIST OF EXPERTS IN QUALITATIVE RESEARCH ng hi ep No Code E1 Position Company Marketing manager Nguyen Phuong w n lo ad Name Mrs E2 Address Note NVV 10/29 Trần Nhật Personal; Communications Duật, phường Tân Định, quận Expert Mai Mr Founder & CEO 42 Trần Cao Vân, Personal; Travel Co., ltd phường 6, quận Expert Saigon Today travel 340 & entertainment Thuận, phường Century y th Chuong Media & E3 Mr Phan pl Huynh Ms Minh ua E4 Khanh Communications Head of Event & n va Mr Head of PR division fu E5 ll Nguyen Thanh z E7 Mr Lam Events Director SQUARE group vb group 55 Trương Quốc Personal Dung, phường 8, ht Viet Hung 268-270 Nguyễn Bình Thạnh z Van Thanh Focus 122/24 Bùi Đình Tuý, phường 12, Smentor Corp at CEO Tuý, phường 12, Bình Thạnh Đình Chiểu, phường 6, quận communications nh Mr Nguyen Nien oi E6 Thanh m Phong Pháp 122/24 Bùi Đình Smentor Corp n Đỗ An Phú,quận al Anh Marketing manager yi ju Nguyen jm Phú Nhuận E8 Mr Tran Founder & CEO Marcom 8B, Trung Corp Mr Vice Nguyen Huu Thinh Director Managing 84/16 Lầu 2, Trần Đình Xu, phường Cơ Giang, quận Personal Milestones 11 Xô Viết Nghệ Communications Co ltd Tĩnh, phường 19, Bình Thạnh NVV 10/29 Trần Nhật Communications Duật, phường Tân Định, quận Personal Personal y Director & te re Thai Binh Managing Fans Communications Company n Former Music va Mr Duong Managing n Director a Lu E11 Former Nguyen Thanh Hai om 11 E10 Mr Trực, l.c 10 E9 Personal Quận1 Nguyễn gm Hoang Vietnam k 189 12 E12 Mrs Phan Managing Director t to Mong Thuy Phuong Nam 940 Ba Thang Personal Hai, quận 11 Corporation ng APPENDIX hi ep CRONBACH ALPHA OF RESEARCH CONECPTS SCALES w n STATISTICAL DESCRIPTION lo ad y th FREQUENCIES VARIABLES=Question71 Question72 Question73 Question74 ju Question75 Question76 Question77 Question78 Question79 yi /ORDER=ANALYSIS pl al TESTING FOR RELIABILITY INITIAL SCALES 2.1 Corporate Social Responsibility – CSR scale n va fu RELIABILITY n ua ll /VARIABLES=EC1 EC2 EC3 EC4 EC5 EC6 EC7 at z /SUMMARY=TOTAL nh /MODEL=ALPHA oi m /SCALE('ALL VARIABLES') ALL z ht vb RELIABILITY y /VARIABLES=PH22 PH23 PH24 PH25 PH26 PH27 PH28 PH29 te re RELIABILITY n /SUMMARY=TOTAL va /MODEL=ALPHA n /SCALE('ALL VARIABLES') ALL a Lu /VARIABLES=ET15 ET16 ET17 ET18 ET19 ET20 ET21 om RELIABILITY l.c /SUMMARY=TOTAL gm /MODEL=ALPHA k /SCALE('ALL VARIABLES') ALL jm /VARIABLES=LG8 LG9 LG10 LG11 LG12 LG13 LG14 190 /SCALE('ALL VARIABLES') ALL t to /MODEL=ALPHA ng /SUMMARY=TOTAL hi ep 2.2 Market Orientation – MO scale RELIABILITY w n /VARIABLES=CU30 CU31 CU32 CU33 CU34 CU35 lo ad /SCALE('ALL VARIABLES') ALL y th /MODEL=ALPHA ju yi /SUMMARY=TOTAL pl RELIABILITY al n ua /VARIABLES=CO36 CO37 CO38 CO39 ll fu /SUMMARY=TOTAL n /MODEL=ALPHA va /SCALE('ALL VARIABLES') ALL oi m RELIABILITY z n a Lu /MODEL=ALPHA om /SCALE('ALL VARIABLES') ALL l.c /VARIABLES=TR44 TR45 TR46 TR47 RELIABILITY gm Relationship Marketing Orientation – RMO k 2.3 jm /SUMMARY=TOTAL ht vb /MODEL=ALPHA z /SCALE('ALL VARIABLES') ALL at nh /VARIABLES=IN40 IN41 IN42 IN43 /MODEL=ALPHA y /SCALE('ALL VARIABLES') ALL te re /VARIABLES=BO48 BO49 BO50 BO51 n RELIABILITY va /SUMMARY=TOTAL 191 /SUMMARY=TOTAL t to ng RELIABILITY hi ep /VARIABLES=CM52 CM53 CM54 /SCALE('ALL VARIABLES') ALL w n /MODEL=ALPHA lo ad /SUMMARY=TOTAL y th RELIABILITY ju /VARIABLES=SV55 SV56 SV57 SV58 yi pl /SCALE('ALL VARIABLES') ALL /SUMMARY=TOTAL n va RELIABILITY n ua al /MODEL=ALPHA fu ll /VARIABLES=EM59 EM60 EM61 EM62 at nh /SUMMARY=TOTAL oi /MODEL=ALPHA m /SCALE('ALL VARIABLES') ALL z k jm /SCALE('ALL VARIABLES') ALL ht vb /VARIABLES=RE63 RE64 RE65 z RELIABILITY EXPLATORY FACTOR ANALYSIS - EFA y te re /SUMMARY=TOTAL n /MODEL=ALPHA va /SCALE('ALL VARIABLES') ALL n /VARIABLES=FP66 FP67 FP68 FP69 FP70 a Lu RELIABILITY om Firm performance - FP l.c 2.4 /SUMMARY=TOTAL gm /MODEL=ALPHA 192 3.1 CSR t to 3.1.1 EFA initial ng FACTOR hi ep /VARIABLES EC1 EC2 EC3 EC4 EC5 EC6 EC7 LG8 LG9 LG10 LG11 LG12 LG13 LG14 ET15 ET16 ET17 ET18 ET19 ET20 ET21 PH22 PH23 PH24 PH25 w n PH26 PH27 PH28 PH29 lo ad /MISSING LISTWISE y th /ANALYSIS EC1 EC2 EC3 EC4 EC5 EC6 EC7 LG8 LG9 LG10 LG11 LG12 LG13 ju LG14 ET15 ET16 ET17 ET18 ET19 yi pl ET20 ET21 PH22 PH23 PH24 PH25 PH26 PH27 PH28 PH29 ua al /PRINT INITIAL KMO EXTRACTION ROTATION n /FORMAT SORT BLANK(.10) va n /CRITERIA MINEIGEN(1) ITERATE(25) oi /METHOD=CORRELATION at nh /ROTATION PROMAX(4) m /CRITERIA ITERATE(25) ll fu /EXTRACTION PAF z z jm FACTOR ht vb 3.1.2 EFA final k /VARIABLES EC1 EC2 EC3 EC4 EC5 EC6 EC7 LG8 LG9 LG10 LG11 LG12 gm LG13 LG14 ET15 ET16 ET17 ET18 ET19 ET20 ET21 PH22 PH23 PH24 PH25 om l.c /MISSING LISTWISE PH26 PH27 PH28 PH29 a Lu /ANALYSIS EC1 EC2 EC3 EC5 EC6 EC7 LG9 LG10 LG11 LG12 ET15 ET16 y /EXTRACTION PAF te re /CRITERIA MINEIGEN(1) ITERATE(25) n /FORMAT SORT BLANK(.10) va /PRINT INITIAL KMO EXTRACTION ROTATION n ET17 ET18 ET20 ET21 PH25 PH26 PH27 PH28 PH29 193 /CRITERIA ITERATE(25) t to /ROTATION PROMAX(4) ng /METHOD=CORRELATION hi ep 3.2 MO w 3.2.1 EFA initial n lo FACTOR ad /VARIABLES CU30 CU31 CU32 CU33 CU34 CU35 CO36 CO37 CO38 CO39 y th ju IN40 IN41 IN42 IN43 yi /MISSING LISTWISE pl IN41 IN42 IN43 n ua al /ANALYSIS CU30 CU31 CU32 CU33 CU34 CU35 CO36 CO37 CO38 CO39 IN40 n va /PRINT INITIAL KMO EXTRACTION ROTATION ll fu /FORMAT SORT BLANK(.10) /EXTRACTION PAF z ht vb /METHOD=CORRELATION z /ROTATION PROMAX(4) at nh /CRITERIA ITERATE(25) oi m /CRITERIA MINEIGEN(1) ITERATE(25) k jm 3.2.2 EFA final gm FACTOR a Lu /MISSING LISTWISE om IN40 IN41 IN42 IN43 l.c /VARIABLES CU30 CU31 CU32 CU33 CU34 CU35 CO36 CO37 CO38 CO39 n /ANALYSIS CU31 CU32 CU33 CU34 CU35 CO36 CO37 CO38 CO39 IN40 IN41 y /CRITERIA MINEIGEN(1) ITERATE(25) te re /FORMAT SORT BLANK(.10) n /PRINT INITIAL KMO EXTRACTION ROTATION va IN42 194 /EXTRACTION PAF t to /CRITERIA ITERATE(25) ng /ROTATION PROMAX(4) hi ep /METHOD=CORRELATION 3.3 RMO w n lo 3.3.1 EFA initial ad FACTOR y th /VARIABLES TR44 TR45 TR46 TR47 BO48 BO49 BO50 BO51 CM52 CM53 ju yi CM54 SV55 SV56 SV57 SV58 EM59 EM60 EM61 EM62 RE63 RE64 RE65 pl /MISSING LISTWISE al n ua /ANALYSIS TR44 TR45 TR46 TR47 BO48 BO49 BO50 BO51 CM52 CM53 n va CM54 SV55 SV56 SV57 SV58 EM59 EM60 EM61 EM62 RE63 RE64 RE65 oi m /FORMAT SORT BLANK(.10) ll fu /PRINT INITIAL KMO EXTRACTION ROTATION /CRITERIA MINEIGEN(1) ITERATE(25) z z l.c gm FACTOR k 3.3.2 EFA final jm /METHOD=CORRELATION ht vb /ROTATION PROMAX(4) at /CRITERIA ITERATE(25) nh /EXTRACTION PAF om /VARIABLES TR44 TR45 TR46 TR47 BO48 BO49 BO50 BO51 CM52 CM53 n /MISSING LISTWISE a Lu CM54 SV55 SV56 SV57 SV58 EM59 EM60 EM61 EM62 RE63 RE64 RE65 va /ANALYSIS TR44 TR45 TR46 BO49 BO50 BO51 CM52 CM53 CM54 SV55 n /FORMAT SORT BLANK(.10) y /PRINT INITIAL KMO EXTRACTION ROTATION te re SV56 SV57 SV58 EM59 EM60 EM61 EM62 RE63 RE64 RE65 195 /CRITERIA MINEIGEN(1) ITERATE(25) t to /EXTRACTION PAF ng /CRITERIA ITERATE(25) hi ep /ROTATION PROMAX(4) /METHOD=CORRELATION w n 3.4 FP lo ad FACTOR y th /VARIABLES FP66 FP67 FP68 FP69 FP70 ju yi /MISSING LISTWISE pl /ANALYSIS FP66 FP67 FP68 FP69 FP70 al n ua /PRINT INITIAL KMO EXTRACTION ROTATION va /FORMAT SORT BLANK(.10) n /CRITERIA MINEIGEN(1) ITERATE(25) ll fu /EXTRACTION PAF oi m /CRITERIA ITERATE(25) at z /METHOD=CORRELATION nh /ROTATION PROMAX(4) z vb RELIABILITY SCALE TESTING AFTER EFA 4.1 CSR ht k jm y te re /MODEL=ALPHA n /SCALE('ALL VARIABLES') ALL va /VARIABLES= LG9 LG10 LG11 LG12 n RELIABILITY a Lu /SUMMARY=TOTAL om /MODEL=ALPHA l.c /SCALE('ALL VARIABLES') ALL /VARIABLES=EC1 EC2 EC3 EC5 EC6 EC7 gm RELIABILITY 196 /SUMMARY=TOTAL t to RELIABILITY ng /VARIABLES=ET15 ET16 ET17 ET18 ET20 ET21 hi ep /SCALE('ALL VARIABLES') ALL /MODEL=ALPHA w n /SUMMARY=TOTAL lo ad RELIABILITY y th /VARIABLES= PH25 PH26 PH27 PH28 PH29 ju /SCALE('ALL VARIABLES') ALL yi pl /MODEL=ALPHA MO n RELIABILITY va 4.2 n ua al /SUMMARY=TOTAL fu ll /VARIABLES= CU31 CU32 CU33 CU34 CU35 oi n a Lu n va y te re /SUMMARY=TOTAL om /MODEL=ALPHA l.c /SCALE('ALL VARIABLES') ALL /VARIABLES=IN40 IN41 IN42 gm RELIABILITY k /SUMMARY=TOTAL jm /MODEL=ALPHA ht /SCALE('ALL VARIABLES') ALL vb /VARIABLES=CO36 CO37 CO38 CO39 z RELIABILITY z /SUMMARY=TOTAL at nh /MODEL=ALPHA m /SCALE('ALL VARIABLES') ALL 4.3 RMO RELIABILITY 197 /VARIABLES=TR44 TR45 TR46 t to /SCALE('ALL VARIABLES') ALL ng /MODEL=ALPHA hi ep /SUMMARY=TOTAL RELIABILITY w n /VARIABLES= BO49 BO50 BO51 lo ad /SCALE('ALL VARIABLES') ALL y th /MODEL=ALPHA ju /SUMMARY=TOTAL yi pl RELIABILITY ua al /VARIABLES=CM52 CM53 CM54 n /SCALE('ALL VARIABLES') ALL n ll fu /SUMMARY=TOTAL va /MODEL=ALPHA oi m RELIABILITY /SCALE('ALL VARIABLES') ALL at nh /VARIABLES=SV55 SV56 SV57 SV58 z ht k jm RELIABILITY vb /SUMMARY=TOTAL z /MODEL=ALPHA y te re /SUMMARY=TOTAL n /MODEL=ALPHA va /SCALE('ALL VARIABLES') ALL n /VARIABLES=RE63 RE64 RE65 a Lu RELIABILITY om /SUMMARY=TOTAL l.c /MODEL=ALPHA /SCALE('ALL VARIABLES') ALL gm /VARIABLES=EM59 EM60 EM61 EM62 198 t to 4.4 FP ng RELIABILITY hi ep /VARIABLES=FP66 FP67 FP68 FP69 FP70 /SCALE('ALL VARIABLES') ALL w n /MODEL=ALPHA lo ad /SUMMARY=TOTAL y th ANALYSIS RESULTS WITH MODERATION VARIABLE 5.1 Variable model ju yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 199 t to ng hi ep w n lo ad ju y th yi pl n ua al Variable model 5.2 n va 5.2.1 Moderating relationship between CSR and FP ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 200 t to ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh 5.2.2 Moderating relationship between MO and CSR z z ht vb k jm om l.c gm n a Lu n va y te re 201 t to ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh 5.2.3 Moderating relationship between MO and FP z z ht vb k jm om l.c gm n a Lu n va y te re 202 t to ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re