Corporate Social Responsibility as An Entrenchment Strategy: Malaysia Evidence
Table 1:
| Particular | Min | Max | Median | Mean | Std. Deviation |
| Independent Variable | |||||
| Absolute value discretionary accruals (DACC) | 0.001 | 0.335 | 0.037 | 0.057 | 0.060 |
| Dependent variables | |||||
| Corporate social responsibility (CSR) | 0.067 | 0.792 | 0.292 | 0.322 | 0.126 |
| Control variables | |||||
| Company size (FSIZE) | 3.916 | 8.290 | 5.663 | 5.752 | 0.677 |
| Leverage (LEV) | 0.000 | 6.657 | 0.153 | 0.705 | 1.299 |
| Return on assets (ROA) | -11.182 | 3.883 | 0.020 | 0.021 | 0.776 |
| Moderating variable | |||||
| Corporate reputation (CR) | 0.25 | 0.938 | 0.563 | 0.569 | 0.143 |
