A study on the relationship between perceived CSR motives, authenticity and company attitudes: a comparative analysis of cause promotion and cause-related marketing

Asian Journal of Sustainability and Social Responsibility

Table 2 Results of Confirmatory Factor Analysis

Factors	Items	Item loading	Standard Error	t-value	AVE	C.R
Value-driven Motives	Purely for the public good	.800	.156	9.898	.519	.713
Value-driven Motives	Morally obliged	.631	–	–	.519	.713
Stakeholder-driven Motives	Meeting customers’ expectation	.700	.105	7.972	.586	.738
Stakeholder-driven Motives	Meeting communities’ expectation	.826	–	–	.586	.738
Strategic Motives	Strategic activities for long-term growth	.719	.101	9.672	.551	.710
Strategic Motives	Getting more customers	.765	–	–	.551	.710
Egoistic Motives	Help themselves	.859	.140	8.785	.561	.713
Egoistic Motives	Tax write-off	.619	–	–	.561	.713
CSR Authenticity	Well-being of society	.826	.059	16.337	.667	.859
	Genuine CSR actions	.847	–	–
	Truly care for members of society	.784	.062	15.218
Company Attitudes	Positive	.862	.054	17.010	.665	.855
	Favorable	.885	–	–
	Trustworthy	.685	.063	12.849

Note: Model Fitχ² = 141.623(df = 62, p < .05); RMSEA = .067, RMR = .035, GFI = .936, CFI = .956, NFI = .925