| Summary: | 碩士 === 逢甲大學 === 經營管理碩士在職專班 === 97 === Firms embrace the responsibility for the impact of their activities on the society and the environment. The public would be expected as a self-regulating mechanism which asks the firms to bear social responsibilities as eliminating the practices that harm the public and hence reducing the social cost. Nonetheless, more and more international Businesses tend to ask their suppliers to produce adhering to international norms within the realm of Corporate Social Responsibility (CSR). Otherwise, they will be challenged by global purchasers. CSR turns out to be the issue that an enterprise has to deal with nowadays.
The ways for the enterprise to fulfill CSR are multiple. Anyhow, “corporate philanthropy” has been the generally well-accepted concept by both of international and local business. A company could help fulfill CSR by either donating fund or setting up a foundation on a charity purpose. The approach for coordinating “corporate charity” along with the strength and strategy of a company could be remarked as “strategic philanthropy”. The principle of this approach is that a company practices charity activities in the aims of increasing its benefits as well as meeting the social expectation. This could be a win-win situation for all stakeholders – the enterprise, the non-profit organization and the public, what make the charity sustainable and reasonable.
The researcher has conducted a qualitative survey of the foundation erected by the enterprise in an intention to review its “philanthropic strategy” as well as any possibility of transforming the charity into long-term benefits for the company. The researcher also tried to probe into the correlation among “strategic philanthropy” and brand image/reputation of the enterprise to its stakeholders. This research finds a unique pattern of east entrepreneurship in the frame of CSR and its positive impact of image/reputation on the market return, its organizational culture and the interaction between the enterprise and stakeholders, i.e. quite informally but ideal-strategically in the beginning. Nonetheless, for responding the following social needs and market challenges, diversification, institutionalization and formally strategic planning become more and more important.
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