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dc.contributor.author黃裕運en_US
dc.contributor.authorKitipop Huangthanapanen_US
dc.contributor.author姜真秀en_US
dc.contributor.authorProf. Kang, Jin-Suen_US
dc.date.accessioned2014-12-12T02:41:35Z-
dc.date.available2014-12-12T02:41:35Z-
dc.date.issued2013en_US
dc.identifier.urihttp://140.113.39.130/cdrfb3/record/nctu/#GT070153023en_US
dc.identifier.urihttp://hdl.handle.net/11536/74845-
dc.description.abstractThis research aims to find an empirical support for the benefit of Corporate Social Reponsibility (CSR) to family-owned hotel business and the path in which CSR influences the business. Sustainability Balanced Scorecard (SBSC) concept is used to assess the relationship between CSR and business to support the goals of a case hotel. SBSC breaks the business down into 5 dimensions namely; Financial, Customer, Internal Business, Learning & Growth and Non-Market Perspective, which is CSR. The results of Partial Least Squares (PLS) using 200 customers, 70 employees and 30 managers of the family-owned hotel deliver several findings: i) both employees and managers group show that CSR has a significant influence on BSC dimensions with variance; ii) all of the stakeholder groups support the significant relationship between CSR and goals; and iii) the causal relationship among BSC dimensions is confirmed in all the groups concerned with variance. Finally, discussion and implications for family-owned hotels are addressed.zh_TW
dc.description.abstractThis research aims to find an empirical support for the benefit of Corporate Social Reponsibility (CSR) to family-owned hotel business and the path in which CSR influences the business. Sustainability Balanced Scorecard (SBSC) concept is used to assess the relationship between CSR and business to support the goals of a case hotel. SBSC breaks the business down into 5 dimensions namely; Financial, Customer, Internal Business, Learning & Growth and Non-Market Perspective, which is CSR. The results of Partial Least Squares (PLS) using 200 customers, 70 employees and 30 managers of the family-owned hotel deliver several findings: i) both employees and managers group show that CSR has a significant influence on BSC dimensions with variance; ii) all of the stakeholder groups support the significant relationship between CSR and goals; and iii) the causal relationship among BSC dimensions is confirmed in all the groups concerned with variance. Finally, discussion and implications for family-owned hotels are addressed.en_US
dc.language.isoen_USen_US
dc.subjectBSCzh_TW
dc.subjectBSCen_US
dc.subjectBalanced Scorecarden_US
dc.subjectSustainability Balanced Scorecarden_US
dc.subjectStructural Equation Modellingen_US
dc.subjectSEMen_US
dc.subjectSmartPLSen_US
dc.subjectHospitalityen_US
dc.subjectPhuketen_US
dc.subjectThailanden_US
dc.titleCSR及平衡計分卡 (SBSC) 對家族經營的飯店企業之影響:以泰國普吉島的飯店為例zh_TW
dc.titleThe Effect of CSR through Sustainability Balanced Scorecard (SBSC) on Family-Owned Hotel: The Case Study of hotels in Phuket, Thailanden_US
dc.typeThesisen_US
dc.contributor.department企業管理碩士學程zh_TW
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