保险企业社会责任探析

金融是经济的核心,保险业是金融体系重要的组成部分。保险企业在追求自身经济效益最大化的同时,承担一定的社会责任已成为一种社会经济的现实要求。本文以利益相关者理论为分析工具,联系国内外保险企业社会责任的发展状况,着力探讨了保险企业社会责任的几个理论问题,分析了我国保险企业社会责任缺失的原因,提出了我国保险企业社会责任培育与环境建设的若干建议。     

保险企业社会责任:评价体系及对财务绩效的影响——基于利益相关者的视角

一、引言 企业社会责任是促进经济与社会整体发展、体现国家软实力的重要方面。保险企业履行社会责任,有利于改善行业的声誉和形象,推动现代保险业更好地适应经济社会的发展需求。为了进一步推动保险企业履行社会责任,2015年12月,保监会专门出台了《关于保险业履行社会责任的指导意见》。     

保险企业社会责任绩效评价体系的构建

保险企业社会责任绩效评价体系既是保险企业应该遵守的行为准则,又是保险企业改善自身社会责任表现的行动指南.本文首先对国内现有的社会责任绩效评价体系进行了评述,发现现有评价体系并不能完全适用于保险企业;其次结合保险行业的特点.设计出了一套比较完整的保险企业社会责任绩效评价指标体系;最后指出了该评价体系各指标权重的确定方法.     

正确认识商业保险 积极消除认识误区

当前，我国正处在改革开放和社会主义市场经济深入发展的重要时期。我国加入WTO在即，江总书记为《保险知识读本》的出版作了重要批语，提纲挈领地指出了发展保险事业对经济发展和社会稳定的重要作用，并强调普及保险知识、提高全民保险意识的紧迫性。保险业的发展基础是社会经济的发展和民众保险意识的提高。因此，大力宣传保险知识是我们保险业当前首要的责任和义务。　　由于我国商业保险起步较晚，在计划经济体制下，个人的风险均由国家和社会分担。因此，商业保险的保障功能和为社会保障体系的补充功能没有机会体现出来。随着计划经…     

保险公司的社会责任与经营管理

企业的社会责任这个概念,经过数十年的发展与演变,正在逐步进入中国企业价值体系的核心,社会责任因素对企业发展的作用也正被越来越多的管理者认同。而保险企业作为直接参与社会保障制度建设的特殊企业,在这个领域中应该如何定位,至今还没有形成一个系统的理论,因而整个行业在经营管理中尚没有将企业的社会责任摆在应有的位置。因此,关于保险企业社会责任问题,无论是理论上认同,还是在相关机制的建设上,都还需要进行持续不懈的努力。     

发挥商业保险作用 促进企业年金发展

国际经验表明，一个完善的社会保障体系由基本社会保险、企业补充保险、商业保险、社会福利、社会救济等共同组成。其中，商业保险作为经济“助推器”和社会“稳定器”，可以有效减轻国家财政负担，缓解政府在社会保障体系方面的压力，对社会保障体系的建设至关重要。     

商业保险与政策性保险探讨

自从改革开放以来，我国的商业保险发展取得了可喜的成绩。相比之下，政策性保险的发展相对滞后，而和谐的社会不仅需要商业保险的发展，更需要政策性保险发展的协调，两者应该相辅相成。本文将阐述商业保险和政策性保险的内涵，并论述两者之间的关系，探讨发挥政策性保险的作用，为建立和谐社会服务。     

保险公司承担社会责任的推进机制研究

一、保险企业承担社会责任的推进机制的概念及其基本内容 本文所谓企业承担社会责任的推进机制或者说实现方式，是指保险企业在承担社会责任过程中，应起到推进作用的诸要素的总和。这些要素组成了企业应对社会责任的基本模式和基本途径，必须通过这些要素来实现企业行为中对社会责任应尽的义务。     

浅谈社会保险、企业补充保险和商业保险的关系

本文论述了社会保险、企业补充保险和商业保险的联系与区别。社会保险是社会保障制度的一部分,也是最重要的部分,是社会保障制度的基石。企业补充保险指由企业根据自身经济实力,在国家规定的实施政策和实施条件下为本企业职工建立的一种辅助性的保险。商业保险是在双方自愿基础上形成的,是社会保险有益且必要的补充。     

浅谈社会保险、企业补充保险和商业保险的关系

本文论述了社会保险、企业补充保险和商业保险的联系与区别。社会保险是社会保障制度的一部分,也是最重要的部分,是社会保障制度的基石。企业补充保险指由企业根据自身经济实力,在国家规定的实施政策和实施条件下为本企业职工建立的一种辅助性的保险。商业保险是在双方自愿基础上形成的,是社会保险有益且必要的补充。     

Lean against the wind: The effect of policy uncertainty on a firm's corporate social responsibility strategy

We examine the effect of policy uncertainty on firms' strategy of corporate social responsibility (CSR). During uncertain times, firms strategically increase their commitment to CSR causes. Policy uncertainty is positively associated with CSR performance regardless of the estimation method. CSR strategy can substitute for lobbying when firms attempt to manage policy uncertainty. Improved CSR performance can reduce firms' exposure to policy uncertainty which indicates that CSR commitment can deliver insurance-like benefits. The findings highlight the value of CSR commitments during uncertain times.     

Shareholder Conflict as a Determinant of Corporate Social Responsibility Commitment for Shared Growth

In this study, we seek to explore shareholder conflicts as a determinant of large firms' corporate social responsibility (CSR) commitment for shared growth with subcontractors. Using a sample of 232 firms in the Korean chaebols during 2006'12, we find that CSR commitment is negatively related to controlling shareholders' cash flow rights but positively related to control-ownership disparity. We also find that foreign blockholders mitigate the positive relationship between CSR commitment and control-ownership disparity. This study offers a view of how controlling shareholders and blockholders protect their interests while enhancing their reputations as good citizens through CSR commitment.     

A research note on standalone corporate social responsibility reports: Signaling or greenwashing?

Over the past two decades, more and more U.S. firms are voluntarily issuing costly standalone Corporate Social Responsibility (CSR) Reports. Nevertheless, firms’ motivations for issuing standalone CSR Reports are not clear. In this paper, we consider two different explanations: signaling and greenwashing. The first explanation, signaling, proposes that firms use standalone CSR Reports as a signal of their superior commitment to CSR, which suggests firms with stronger social and environmental records will be more likely to issue standalone CSR Reports as compared to those without. The second explanation, greenwashing, proposes that firms use standalone CSR Reports to pose as “good” corporate citizens even when they do not have stronger social and environmental records. To provide insight into these explanations we compare the CSR performance scores of firms that issue CSR reports to those firms that do not. We control for firm size, leverage, profitability and industry. We find that firms that voluntarily issue standalone CSR Reports generally have higher CSR performance scores, which suggests that firms are using voluntary CSR Reports to publicize stronger social and environmental records to stakeholders.     

Corporate social responsibility and tax aggressiveness: An empirical analysis

This study examines the association between corporate social responsibility (CSR) and corporate tax aggressiveness. Based on a sample of 408 publicly listed Australian corporations for the 2008/2009 financial year, our regression results show that the higher the level of CSR disclosure of a corporation, the lower is the level of corporate tax aggressiveness. We find a negative and statistically significant association between CSR disclosure and tax aggressiveness which holds across a number of different regression model specifications, thus more socially responsible corporations are likely to be less tax aggressive in nature. Finally, the regression results from our additional analysis indicate that the social investment commitment and corporate and CSR strategy (including the ethics and business conduct) of a corporation are important elements of CSR activities that have a negative impact on tax aggressiveness.     

When it pays to be a friend: Investigating nonprofessional investors' judgments toward CSR companies following an accounting restatement

Prior literature suggests that engagement in corporate social responsibility (CSR) creates an insurance effect that shields companies from the negative consequences of corporate missteps. We experimentally examine whether this protection extends to an accounting restatement and whether investors' attributions of the underlying reasons for this restatement affect their judgments. Results indicate that when a restatement occurs, non-professional investors evaluate high-performing CSR companies more favorably than their average-performing peers, but only when the misstatement appears unintentional. We also incorporate the Stereotype Content Model to test whether feelings of warmth and competence toward the company affect non-professional investor judgments. We document that absent a restatement, feelings of warmth mediate the relationship between CSR performance and investor judgments through competence. Following a misstatement, however, warmth directly mediates that relationship. Our results provide insights into specific psychological mechanisms and boundary conditions of the previously documented insurance effect of CSR performance.     

Does managerial ownership influence corporate social responsibility (CSR)? The role of economic policy uncertainty

To explore the drivers of corporate social responsibility (CSR), we investigate how managerial ownership influences CSR in the presence of economic policy uncertainty. Our results demonstrate that, when facing more economic policy uncertainty (EPU), firms with larger managerial ownership invest significantly more in CSR. This is in agreement with the risk mitigation hypothesis, where CSR offers insurance‐like protection against adverse events. When economic policy uncertainty is not considered, however, we find that managers with higher ownership stakes invest significantly less in CSR, suggesting that CSR is driven by the agency conflict. As managers own more equity, they are subject to greater costs of CSR. Additional analyses confirm the results, including dynamic GMM, propensity score matching and instrumental‐variable analysis.     

Managerial ability,corporate social culture,and M&As

We investigate the predictive power of corporate social culture, as measured by corporate social responsibility (CSR) intensity, on shareholder wealth when mergers and acquisitions (M&As) are carried out by managers with different traits. We find acquiring firms with talented managers are more inclined to engage in CSR activities to shape corporate social culture, thereby realizing larger short- and long-term gains than their counterparts. We also document that acquiring firms with higher levels of CSR commitment led by talented managers tend to acquire targets of similar corporate social culture and experience significantly positive post-merger returns, suggesting that corporate cultural similarity constitutes an important source of M&A synergies. These findings suggest that corporate culture built through stakeholder relations acts as a differentiation strategy that pays off when skilled managers engage in M&As, which typically prompt information asymmetries between managers and outsiders.     

The Corporate Social Responsibility (CSR) Trend

Corporate Social Responsibility, or “CSR,” has recently become a subject of study by financial economists. While there is no shortage of anecdotal evidence to support all variety of positions, broad‐based statistical evidence about the CSR movement is in short supply. This article presents some new empirical evidence that aims to answer three related questions about CSR: First, are corporations increasing their “investment” in what is considered socially responsible behavior? Second, does corporate investment in social responsibility affect a company's financial performance and shareholder value? Third, why do companies invest in CSR: to increase shareholder value, or to uphold a “moral” commitment to non‐investor stakeholders and “society”? Using a social responsibility metric that measures the net CSR strengths (i.e., strengths less concerns) of each S&P 500 and Domini 400 company, the authors report that the average net CSR for both indexes decreased during the 15‐year period (1991‐2005) of the study—though the Domini 400, as might be expected, experienced a smaller decline. The authors also report that corporate strengths have increased, on average, but at a slower rate than the “concerns,” which suggests that corporate CSR efforts may be aimed at a moving target with steadily rising expectations and requirements. Second, the authors report that companies with more CSR strengths or fewer CSR weaknesses produced higher ROA over the same 15‐year period. The authors' findings here suggest a “circular” causality in which profitable companies are more likely to invest in CSR initiatives to begin with, but then find their performance further improved by such investment. Third, the authors' findings suggest that most companies devote resources to CSR initiatives as a means of maximizing long‐run value rather than out of a prior commitment to stakeholders. More specifically, the study shows that companies appear to invest more heavily to build CSR strengths than to eliminate CSR concerns. And as the authors conclude, this behavior is consistent with a strategy of using CSR as a form of “risk management” that promotes corporate strengths in order to limit the potential negative effects of—perhaps by diverting attention from—their weaknesses.     

Cultural diversity among directors and corporate social responsibility

We examine the relationship between board diversity and a firm's corporate social responsibility (CSR) performance in a novel way. The relation between visible forms of board diversity (gender, ethnic, age diversity) and CSR may arise endogenously due to visible diversity management. In contrast, we focus on cultural diversity (based on directors' ancestry), which is less visible. We demonstrate that cultural diversity, unlike visible diversity, is not considered in director replacements, consistent with cultural diversity not being affected by firms signaling their CSR commitment by ‘looking’ diverse. We show that board cultural diversity is positively related to CSR performance. This result holds when we control for visible board diversity, directors' foreignness and diversity in nationalities, and endogeneity. We also show that CSR performance decreases when a firm increases its visible board diversity at the cost of cultural diversity.     

Corporate social responsibility and earnings management in U.S. banks

Business decision making depends on financial reporting quality. In identifying the drivers of financial reporting quality, proxied by earnings management (EM), prior literature has drawn attention to the association between corporate EM practices and commitment to corporate social responsibility (CSR). Empirical evidence, however, provides inconclusive results regarding the direction of this association. Using simultaneous equations, we examine the bi-directional CSR–EM relationship in U.S. commercial banks. We demonstrate that, although banks that engage in EM practices are also actively involved in CSR, the reverse relationship is not significant. We provide implications for investors, analysts, business participants and regulators.