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Table 1……………………………………………………………………………19-24
Table 2……………………………………………………………………………….36
Table 3……………………………………………………………………………….38
Table 4……………………………………………………………………………….40
Table 5……………………………………………………………………………….41
Table 6……………………………………………………………………………….43

1. Introduction

The concept ‘corporate social responsibility’ (CSR) has been raised in the twentieth century. Nowadays, corporate social responsibility pays an important role in corporate management. It is essential for strategic managers to decide how to allocate the resources in order to maximise the profit. Therefore, managers face consistent pressure on scarce corporate resources allocation. (Waddock and Graves, 1997) Prahalad and Hamel (1994) pointed out that the pressure of resources allocation tends to come from the social issues of management rather than traditional strategic management. This means strategic decisions for resources allocation become more complex, because managers should consider both financial and social environmental outcome when making a decision. (Waddock and Graves, 1997) Mcwilliams and Siegel (2000) asserted that key stakeholders, including ‘customers, employees, suppliers, community groups, governments, and some shareholders’, encourage firms to invest more on programs related to corporate social responsibility. On the contrast, some studies (eg. Aupperle, Carroll and Hatfield, 1985; Ullmann, 1985) argued that CSR investment would incur a significant cost, which could reduce the profit.

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