我国企业履行社会责任的实践与思考

文章阐述了企业履行社会责任的作用和意义,结合我国企业履行社会责任的现状,探讨了企业履行社会责任方面存在的问题,提出了企业履行社会责任的建议和路径。     

中钢集团战略性社会责任实践

在阐述中钢集团战略性社会责任理念的基础上，聚焦中钢集团履行企业社会责任的具体实践，分析其战略性社会责任运作机制由哪几个阶段实现、如何通过社会责任的履行实现企业经济效益和社会效益的双赢等问题，为传统资源型企业的可持续发展提供借鉴。     

一叶障目的社会责任

近年来,企业社会责任问题越来越受到社会的广泛关注.国际标准化组织于2004年启动了社会责任国际标准IS026000的制定工作.一些跨国公司也纷纷制订了自身的社会责任生产守则,发布社会责任报告或可持续发展报告,出现了企业履行社会责任的全球性新趋势.我国也越来越重视企业履行社会责任工作.《公司法》明确要求公司“履行社会责任”,国资委发布的《关于中央企业履行社会责任的指导意见》,则强调央企应作为履行社会责任的表率.可以说,积极履行社会责任已成为我国社会各界对企业的殷切期望和广泛要求.     

企业社会责任的均衡模型

本文探求社会责任与经济利益的平衡机制，以期在实现二者良性互动的基础上，企业能有效履行其社会责任。本研究尝试构建现实可行的企业社会责任模型．一方面．为企业履行社会责任提供一种可操作性的平台．避免泛泛而谈的道德判断对企业提出过高的要求而影响企业的整体目标；另一方面．为督促试图逃避社会责任的企业履行其应当承担的责任提供一种切实可行的依据。并结合我国对企业社会责任研究的现状．指出社会责任模型对我国企业社会责任的意义．展望我国企业履行社会责任的前景。     

浅谈煤炭企业的社会责任

企业作为社会的经济细胞,履行社会责任是其生存与发展的根本理由。文章结合我国煤炭企业履行社会责任的背景,对我国煤炭企业履行社会责任的现状、问题及对策进行了深入分析。     

企业履行社会责任的探索及实践

随着市场经济的深入发展,国有企业的社会责任问题不仅是责任,更应该是企业发展的一种战略。履行社会责任是企业提升核心竞争力、文化力的重要手段,也是企业实现持续健康发展的重要保证。一、企业履行社会责任的必要性     

基于企业社会责任视角的品牌影响力提升策略

伴随着全球经济一体化及现代文明的发展,对企业社会责任问题的研究逐渐深入。在这种背景下,企业履行社会责任活动与品牌影响力关系的问题也开始被关注。文章从企业社会责任与品牌关系入手,探讨当前企业在品牌影响力方面履行社会责任活动的现状,并提出提升品牌影响力应对的策略。     

新发展格局下国有石油企业社会责任新内涵

在新发展格局下,党中央愈加重视国企社会责任的履行情况,作为国民经济重要命脉的国有石油企业,如何完善履行社会责任成为行业内广泛关注的问题。国有石油企业履行社会责任,应在保障国家能源安全的基础上,持续推进绿色低碳转型,坚持科技创新攻关,促进对外开放合作,增进社会民生福祉,不断拓展国有石油企业社会责任边界,构建具有石油企业特色的社会责任体系。     

自主创新，履行企业的社会责任

本文从自主创新是企业的社会责任、只有自主创新才能履行企业的社会责任、怎样进行自主创新和自主创新与履行企业的社会责任的成功实例四个方面,对自主创新履行企业的社会责任进行了叙述。     

中小微企业履行社会责任的现状及对策研究

当前,中小微企业已经成为我国经济发展的主体力量,但由于自身的原因或者及国家经济法制环境的原因,中小微企业在履行社会责任存在一些问题。基于利益相关者理论,从产品、员工、产业链、政府和环境等五个方面,论述中小微企业履行社会责任的现状。通过分析中小微企业履行社会责任中存在的问题．针对性的提出相应的对策。     

The differential effects of CEO narcissism and hubris on corporate social responsibility

Research Summary: While prior studies have predominantly shown that CEO narcissism and hubris exhibit similar effects on various strategic decisions and outcomes, this study aims to explore the mechanisms underlying how narcissistic versus hubristic CEOs affect their firms differently. Specifically, we investigate how peer influence moderates the CEO narcissism/hubris—corporate social responsibility (CSR). With a sample of S&P 1500 firms for 2003–2010, we find that the positive relationship between CEO narcissism and CSR is strengthened (weakened) when board‐interlocked peer firms invest less (more) intensively in CSR than a CEO's own firm; the negative relationship between CEO hubris and CSR is strengthened when peer firms are engaged in less CSR than a CEO's own firm. Managerial Summary: Some CEOs are more narcissistic while others may be more hubristic, but these two groups of CEOs hold different attitudes toward the extent to which their firms should engage in corporate social responsibility (CSR). Our findings with a large sample of U.S. publically listed firms suggest that narcissistic CEOs care more about CSR, but hubristic CEOs care less. Interestingly, when narcissistic CEOs observe their peer firms engaging in more or less CSR than their own firms, they tend to respond in an opposite manner; in contrast, hubristic CEOs will only engage in even less CSR when their peers also do not emphasize CSR. Our findings point to a fundamental difference between CEO narcissism and hubris in terms of how they affect firms' CSR decisions based on their social comparison with peer firms.     

Near and dear? The role of location in CSR engagement

Research summary : Building on economic geography and institutional theory, we develop and test theory relating geographic variables to the strength of corporate social responsibility (CSR) engagement and the cost of equity capital. For a large sample of U.S. firms over the period 1998–2009, we find strong and robust evidence that firms located in areas characterized by high levels of local CSR density score higher in CSR engagement. In addition, firms located close to major cities and financial centers exhibit higher CSR engagement compared to firms located in more remote areas. Moreover, the effect of CSR engagement on reducing equity financing costs is even greater for firms in high CSR density areas than for firms in low CSR density areas. Managerial summary : Does the location of CSR engagement by firms affect the strength of CSR engagement by their neighbors? Does the geography of engagement have an impact on financial performance? Our findings show that a firm's CSR engagement increases in areas where there is dense CSR engagement and when it is located near large cities. In these areas, norms, values, and knowledge related to CSR are transmitted to firms through face‐to‐face meetings and frequent social interactions with groups such as peers, labor unions, news media, universities, and community organizations, which tend to be concentrated in large cities. Our findings further highlight that CSR engagement reduces equity financing costs for firms in areas where CSR is widely practiced. Copyright © 2015 John Wiley & Sons, Ltd.     

企业社会责任表现、报告质量与企业声誉——基于中国上市公司的实证研究

近年来，越来越多的企业通过发布企业社会责任（CSR）报告与利益相关者沟通CSR表现的情况。在CSR与企业声誉之间的关系备受关注的背景下，CSR报告质量在其中发挥着什么样的作用呢？梳理现有文献，将CSR表现划分成责任管理、市场责任、社会责任以及环境责任，通过实证检验，分别探讨各自与企业声誉之间的作用机理，并研究CSR报告质量在二者之间关系中的调节效应。研究结果显示CSR表现正向作用于企业声誉，相较于责任管理，责任实践的正向作用更强。同时CSR报告质量在二者之间的关系中具有调节效应，能够进一步提升企业声誉，并且对环境责任的调节效应最为明显。     

Competing for government procurement contracts: The role of corporate social responsibility

Research Summary: This study examines whether corporate social responsibility (CSR) improves firms’ competitiveness in the market for government procurement contracts. To obtain exogenous variation in firms’ social engagement, I exploit a quasi‐natural experiment provided by the enactment of state‐level constituency statutes, which allow directors to consider stakeholders’ interests when making business decisions. Using constituency statutes as instrumental variable (IV) for CSR, I find that companies with higher CSR receive more procurement contracts. The effect is stronger for more complex contracts and in the early years of the government‐company relationship, suggesting that CSR helps mitigate information asymmetries by signaling trustworthiness. Moreover, the effect is stronger in competitive industries, indicating that CSR can serve as a differentiation strategy to compete against other bidders. Managerial Summary: This study examines how companies can strategically improve their competitiveness in the market for government procurement contracts—a market of economic importance (15–20% of GDP). It shows that companies with higher social and environmental performance (CSR) receive more procurement contracts. This effect is stronger for more complex contracts, in the early years of the government–company relationship, and in more competitive industries. These findings indicate that firms’ CSR can serve as a signaling and differentiation strategy that influences the purchasing decision of government agencies. Accordingly, managers operating in the business‐to‐government (B2G) sector could benefit from integrating social and environmental considerations into their strategic decision making.     

经济环境与企业社会责任的协同演进研究

回顾了在中国经济改革的不同阶段企业社会责任的发展。1949年～1978年,由于实行高度集中的计划经济以及国有企业一只独秀,而国有企业作为政府的附属机构承担着各级政府指派的各种社会责任,因此在这个时期谈社会责任完全没有必要。即使在1978年～1992年间乡镇企业和私营企业迅速出现,国有企业的情形依然没有改变,而乡镇和私营企业在极端恶劣的社会环境中不得不“头戴红帽”,生存的艰辛远远超过了对社会责任的关注。1993年～2002年,市场经济导向正式确立,但中央“以经济建设为中心”的大政方针和政府系统内部“以经济增长”为核心的考评体系,导致企业社会责任在中国被忽视了。从2002年开始,企业社会责任开始受到了重视,但在现阶段显示三个特点：第一,企业社会责任仍处于起步阶段;第二,经济责任仍然是第一位的;第三,企业承担社会责任是政府导向的。     

The impact of corporate social responsibility on investment recommendations: Analysts' perceptions and shifting institutional logics

We explore the impact of corporate social responsibility (CSR) ratings on sell‐side analysts' assessments of firms' future financial performance. We suggest that when analysts perceive CSR as an agency cost they produce pessimistic recommendations for firms with high CSR ratings. Moreover, we theorize that, over time, the emergence of a stakeholder focus shifts the analysts' perceptions of CSR. Using a large sample of publicly traded U.S. firms over 15 years, we confirm that, in the early 1990s, analysts issue more pessimistic recommendations for firms with high CSR ratings. However, analysts progressively assess these firms more optimistically over time. Furthermore, we find that analysts of highest status are the first to shift the relation between CSR ratings and investment recommendation optimism. Copyright © 2014 John Wiley & Sons, Ltd.     

Red,blue, and purple firms: Organizational political ideology and corporate social responsibility

Research summary : Why do firms vary so much in their stances toward corporate social responsibility (CSR )? Prior research has emphasized the role of external pressures, as well as CEO preferences, while little attention has been paid to the possibility that CSR may also stem from prevailing beliefs among the body politic of the firm. We introduce the concept of organizational political ideology to explain how political beliefs of organizational members shape corporate advances in CSR . Using a novel measure based on the political contributions by employees of Fortune 500 firms, we find that ideology predicts advances in CSR . This effect appears stronger when CSR is rare in the firm's industry, when firms are high in human capital intensity, and when the CEO has had long organizational tenure . Managerial summary : Why do firms vary in their stances toward corporate social responsibility (CSR )? Prior research suggests that companies engage in CSR when under pressure to do so, or when their CEOs have liberal values. We introduce the concept of organizational political ideology, and argue that CSR may also result from the values of the larger employee population. Introducing a novel measure of organizational political ideology, based on employees' donations to the two major political parties in the United States, we find that liberal‐leaning companies engage in more CSR than conservative‐leaning companies, and even more so when other firms in the industry have weaker CSR records, when the company relies heavily on human resources and when the company's CEO has a long organizational tenure . Copyright © 2016 John Wiley & Sons, Ltd.     

企业社会责任与企业价值的相关性研究--来自沪市上市公司的经验证据

作者以我国上海证券交易所2003年521家上市公司为样本，研究了企业社会责任活动与企业价值的相关性问题。结果表明，从当期看。承担社会责任越多的企业。企业价值越低；但从长期看，根据关键利益相关者理论与社会资本理论。承担社会责任并不会降低企业价值。同时，本文的研究也表明资产规模、负债比率、重污染行业因素与企业承担社会责任活动显著正相关；财务状况或其他状况异常的ST类公司、前一年的盈利能力与企业承担社会责任活动显著负相关。     

The Influence of Unions on CSR: Is There a Trade-Off Between Employee-Oriented and Non–Employee-Oriented Policies?

Strategic managers are consistently faced with decisions of how to allocate a company's scarce resources to meet the demands of shareholders and other powerful and legitimate stakeholders. This article analyses whether higher union density at company level pushes management to engage more in corporate social responsibility (CSR). Drawing from stakeholder theory and the resource allocation approach of CSR as well as union voice and monopoly models, this article finds that companies have to substitute non–employee-oriented CSR with employee-oriented CSR as union density increases but is still at low levels. At higher levels of union density, companies can complement both types of CSR. This perhaps represents a reinforcement of mutual interests between management and organized labour, which has implications for managerial prerogatives as well as union positioning in the labour and political process.     

Mind the gap: The interplay between external and internal actions in the case of corporate social responsibility

Research summary : We explore the effect of the interplay between a firm's external and internal actions on market value in the context of corporate social responsibility (CSR). Specifically, drawing from the neo‐institutional theory, we distinguish between external and internal CSR actions and argue that they jointly contribute to the accumulation of intangible firm resources and are therefore associated with better market value. Importantly, though, we find that, on average, firms undertake more internal than external CSR actions, and we theorize that a wider gap between external and internal actions is negatively associated with market value. We confirm our hypotheses empirically, using the market‐value equation and a sample comprising 1,492 firms in 33 countries from 2002 to 2008. Finally, we discuss implications for future research and practice. Managerial summary : Companies often accumulate intangible assets by taking internally and externally oriented CSR actions. Contrary to popular beliefs, the data show that they undertake more internal than external ones: firms do more and communicate less. How does a potential gap (i.e., a misalignment) between internal and external CSR actions affect a firm's market value? We find that although together (the sum of) internal and external actions are positively associated with market value, a wider gap has negative implications. In other words, firms do not realize the full benefits of their internal actions when such actions are not externally communicated to key stakeholders, and to the investment community in particular. This negative association with market value is particularly salient in CSR‐intensive and the natural resources and extractives industries. Copyright © 2015 John Wiley & Sons, Ltd.