Confirmatory Factor Analysis of Strategic Corporate Social Responsibilities of Rajabhat Maha Sarakham University
Keywords:
Strategic, Corporate social responsibility, UniversityAbstract
The odjectives of this research were 1) to analyze strategic corporate social responsibilities of Rajabhat Maha Sarakham Umiversity and 2) to measure the fitness of strategic Corporate Social Responsibilities of rajabhat Maha Sarakham Umiversity with empirical data by analyzing the factors of Structural Equation Model The research sample comprised 385 empioyees of rajabhat Maha Sarakham Umiversity The instruments used for collecting data were a questionnaire with 0.9503 reliability value. The statistics used for analyzing data were mean; standard deviation and Structural Equation Model.
The research results revealed as follows: 1) the strategic corporate social responsibilities of Rajabhat Maha Sarakham University,as a whole,was at a high level. When considering each factor, it was found that all factors were also rated at high level. The highert mean factor was organization, employee,government and related organizations and social and environment, respectively. 2)The measurement of the fitness of the strategic CSR factors model of the employee of Rajabhat Maha Sarakham University with empirical data by analyzing the factors in Structural Model showed that the research model was in congruence with the empirical data having factor values between 0.75 to 0.88; namely, social and environment (0.88),employees (0.87),organization (0.81) , and government and related organizations (0.75),respectively.
References
กระทรวงศึกษาธิการ. (2542). พระราชบัญญัติการศึกษาแห่งชาติ. พ.ศ. 2542. กรุงเทพฯ: โรงพิมพ์คุรุสภาลาดพร้าว.
กองบริหารงานบุคคล มหาวิทยาลัยราชภัฏมหาสารคาม. (2559). ข้อมูลบุคลากร พ.ศ. 2559. เข้าถึงจาก www.rmu.ac.th/บุคลากร
คณะกรรมการบริหารความเสี่ยง มหาวิทยาลัยราชภัฎมหาสารคาม. (2560). แผนบริหารความเสี่ยงประจำปี พ.ศ. 2560. มหาสารคาม: โรงพิมพ์มหาวิทยาลัยราชภัฎสารคาม.
สำนักงานคณะกรรมการพัฒนาการเศรษฐกิจและสังคมแห่งชาติ. (2559). แผนพัฒนาเศรษฐกิจและสังคมแห่งชาติฉบับที่ 11 (พ.ศ. 2554 – 2559). กรุงเทพฯ: สำนักนายกรัฐมนตรี.
สำนักงานคณะกรรมการอุดมศึกษา. (2552). สรุปสาระการประชุมวิชาการเรื่อง การพัฒนาบัณฑิตอุดมคติไทยบนเส้นทางมหาวิทยาลัยกับความรับผิดชอบต่อสังคม University Social Responsibility, USR ระหว่างวันที่ 31 กรกฎาคม-1สิงหาคม 2556 ณ โรงแรมมิราเคิล แกรนด์ คอนเวนขัน กรุงเทพฯ.
Altbach, P. G.; Reisberg, L. and Rumbley, L. E. (2009). Trends in Global Higher Education:Tracking an Academic Revolution. A Rep0rt Prepared for the UNESCO 2009 WorldConference on Higher Education. United Nations Educational, Scientific and Cultural Organization, France
Carroll, A. B. (1979). A Three Dimensional Conceptual Model of Corporate Performance. Academy of Management Review, 4(4), 497-505
Carroll A B.(1991). The pyramid of corporate social responsibiliry: Toward the Toward management of organization stakeholders. Business Horizons, 34, 39-48.
Chen, C.H. (2011), The major components of corporate Social responsibility. Journal of Global Responsibility, 2, 85-99.
Clarkson, M.B.E. (1995). A Stakeholder Framework for Analysing and Evaluating Corporate Social Performance. Academy of Management Review, 20 (1), 92-118.
Donaldson, T and Preston, LE (1995) The Stakeholder Theory of the Corporation: ConceptเS, Evidence, and Implications. Academy of Management, 20(1), 6591-.
Eccles, R.G, lounnou, l., Serafeim, G. (2011). The Impact of a Corporate Culture of Sustainability on Corporate Behavior and Performance. Boston: Harvard Business School.
Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Pitman: Boston.
Freeman, R. E. Wicks, A. C. and Parma, B. (2006). Stakeholder Theory and "The Corporate Objective Revisited" Organization Science, 15(3), 364-369.
Graafland, J.J., Van de Ven, B. and Stoffele, N. (2003). Strategies and Instruments for Organizing CSR by Small and Large Businesses in the Netherlands. Journal of Business Ethics, 47(1), 45-54.
Hair, J.F., Black W.C., Babin B. J. and Anderson R.E. (2010). Multivariate Data Analysis: A Global Perspective. 7th ed. New Jersey: Prentice Hall.
Jones, T.M. (1995). Instrumental Stakeholder Theory: A Synthesis of Ethics and Economics. Academy of Management Review. 20(2), 404-442.
Kentabutra, Sl, Avery, G., (2013). Sustainable leadership; honeybee practice at a leading Asian industrial conglomerate. Asia-Pacific Journal of Business Administration, 5(1), 36-56.
Liengjindathaworn, S. (2012). Strategic SCR for Thai Multinational Corporate in ASEAN. GMSARN International Journal, 6(3), 79-86.
Porter, M.E., and Kramer M.R. (2006). Strategy and society: The Link Between Competitive Advantage of Corporate Philanthropy. Harvard Business Review, Dec 2006, 1-14.
______. (2011). Creating Shared Value. Harvard Business Review, (Jan-Feb), 1-17.
Sweeney, L. (2007). Corporate social responsibility in lreland: barriers and opportunities experienced by SMEs when undertaking CSR, Corporate Governance, 7(4), 516-523.
Tongkachok, T. and Chaikeaw, A. (2012). Corporate Social Responsibility: The Empirical Study of Listed Companies in the Stock Exchange of Thailand. International Journal of Business and Social Science, 3(21), 115-112.
Virakul, B., Koonmee, K., & McLean, G. N. (2009). CSR activities in award-winning Thai companies. Social Responsibility Journal, 5(2), 178-199.
Waddock, S., Bodwell, C, and Graves, S.B. (2002). Responsibility: the new business imperative. Academy of Management Executive, 16(2), 132-148.
Wernerfelt, B. (2007). The Resource-Based View of the Firm: Ten Years After. Strategic Management Journal, 16(3), 171-174.
