石化企业在构建社会和谐中应尽环境保护责任

石化企业在发展中对环境带来的影响不容置疑，必须引起高度重视。石化企业在自身发展和构建社会和谐中应尽环境保护责任，一要坚持清洁生产，二要依靠科技进步保护环境，三要全面提高员工的环保意识。     

从三鹿事件看大型企业的社会责任

“三鹿奶粉”事件席卷了22家知名品牌的乳制品企业，涉及相关企业范围之广、影响力之大、事态严重程度之深令人震惊。作为一家大型企业，三鹿集团领导层社会责任意识的缺失，同样令人感到震惊。虽然企业社会责任意识本身形成和实践与企业规模无关，但是拥有巨大资源的大型企业，其决策和行为也会对社会及自然环境产生重大的影响，担负的社会责任与中小企业是不尽相同的。进入21世纪，     

企业社会责任研究中的困惑

伴随着企业规模和实力的不断增强，自20世纪50年代以来，企业社会责任（corporate social responsibility，CSR）问题就一直备受商业理论界的关注。大量学者从企业社会责任的定义、内涵、理论基础等方面进行了大量的研究，取得了丰富的研究成果。然而，不可否认的是，目前对企业社会责任的研究仍然有很多差强人意的地方，其中一些问题来自于企业社会责任概念本身，而另一些则来自于现有研究的不足。本文的主要目的是就企业社会责任问题研究中的四个方面的研究困境与不足进行探讨，这四个问题分别涉及企业社会责任的内涵、原因、评价与跨国环境下的企业社会责任问题。     

基于消费者的企业社会责任

企业对其利益相关的群体必须行使其社会责任,这是不争的事实。而其中对消费者的社会责任极其重要。分析了企业对消费者行使社会责任的理论依据和现实要求,并进一步对企业行使社会责任的策略进行了探讨。     

中外钢铁联合企业社会责任信息披露案例比较研究

本文基于企业的规模、竞争力和知名度,从国内和国外分别选择了一家具有代表性的钢铁联合企业进行企业社会责任信息披露方面的比较研究,包括企业基本情况比较、企业社会责任信息披露形式比较以及企业社会责任信息披露内容比较.     

强化企业社会责任 保护地球生态环境——从企业环境社会责任视角谈环境保护

人与自然的和谐相处,是人类最高的价值追求.企业自工业化以来,在创造了物质财富的同时,对环境的污染和生态的破坏也日益加剧.新时期,企业承担环境社会责任不仅是企业自身可持续发展的需要、建设生态文明的需要,也是企业被赋予的新的时代使命;加强教育与培训,完善环境保护立法,开发激励机制.完善环境信息披露制度是企业践行环境社会责任的有效途径.     

中外大型石油企业社会责任比较研究

国外大石油企业对于履行企业社会责任都有不同的理念与实践。通过对埃克森美孚、英国石油（BP）、壳牌以及中石油、中石化实施企业社会责任的具体实践进行比较分析,寻求我国石油企业与外国石油企业社会责任实践的差异,为我国石油企业更好的履行社会责任提供借鉴,同时提供切实可行的建议。     

企业社会责任差距模型及其应用研究

履行社会责任是企业经营活动的重要组成部分,是企业提高自身核心竞争力、赢得可持续发展的基础.企业能否成功履行社会责任,取决于它能否有效把握利益相关者的期望,并有效地满足他们的期望.本文定义了责任认识差距、责任规范差距、责任行为差距、责任沟通差距及感知责任行为差距,建立了企业社会责任差距模型,分析各种差距产生的诱因,进而为企业避免或减小社会责任差距提供管理借鉴,帮助企业成功履行社会责任.     

企业社会责任

2012年2月21日,国家电网公司发布《2011年社会责任报告》,该报告是国家电网公司连续发布的第7份年度报告。     

企业社会责任弹簧模型及其作用机理研究

近年来,企业社会责任受到越来越多的关注。本文认为企业社会责任已经成为可持续发展的要求,提出企业社会责任与社会责任期望之间存在的三个相关性假设。在此基础上,本文构建了企业社会责任弹簧模型,并从发展趋势和实践效果两个角度对企业社会责任的作用机理进行了详细分析。基于分析结论,本文提出企业在社会责任实践中要实现三个结合:与顾客价值相结合,与企业价值相结合,与企业目标相结合,使得企业社会责任成为推动可持续发展的重要力量。     

日本企业社会责任研究

2003年是日本的CSR元年,日本大企业开始群体推进企业社会责任,探索出一条独特的企业社会责任发展之路。本文回顾了日本企业社会责任的历史背景和主要进展,重点研究日本企业推进社会责任的动机、模式和特点,并对中国的企业社会责任实践提出意见和建议。与先行一步的日本相比,中国仍处于企业社会责任的初级阶段,要建设企业社会责任推动体系和基本制度,并着力抓好社会责任培训工作。     

The relationship between corporate social responsibility and shareholder value: an empirical test of the risk management hypothesis

Do shareholders gain when managers disperse corporate resources through activities classified as corporate social responsibility (CSR)? Strategy scholars have recently developed a theoretical model that links such activities to shareholder value when a firm suffers a negative event; we test key portions of this theory of the ‘insurance‐like’ property of CSR activity. We posit that such activity leads to positive attributions from stakeholders, who then temper their negative judgments and sanctions toward firms because of this goodwill. We extend the risk management model by theorizing that some types of CSR activities will be more likely to create goodwill and offer insurance‐like protection than other types. We delineate several firm and event specific characteristics that we expect to influence the link between CSR activities and an insurance effect. We then test our model using an event study of 178 negative legal/regulatory actions against firms throughout the 11 years from 1993–2003. We find that participation in institutional CSR activities—those aimed at a firm's secondary stakeholders or society at large—provides an ‘insurance‐like’ benefit, while participation in technical CSRs—those activities targeting a firm's trading partners—yields no such benefits. We conclude by considering the implications of our findings for future theorizing and research into the economic value of CSR engagement. Copyright © 2008 John Wiley & Sons, Ltd.     

How Do Social Media Affect Analyst Stock Recommendations? Evidence from S&P 500 Electric Power Companies' Twitter Accounts

Research summary : The importance of firm‐stakeholder relationships is gaining increasing attention. Although a theory of the drivers and consequences of stakeholder pressure has been developing, it focuses on pressures from organized stakeholders such as shareholders, NGOs, and activists, and does not incorporate the emerging possibility that individual voices may matter. By exploring corporate Twitter, which facilitates movement of individual stakeholders such as customers to a higher stakeholder class by providing them with a greater sense of power and urgency, we study the circumstances under which customer voices significantly affect analyst stock recommendations. We find that favorable reactions to firm‐initiated messages matter, directly or indirectly, depending on the messages' growth implications. Customer‐initiated negative messages have a significant impact only with high volume and formal institutions that support customer opinions. Managerial summary : Social media is increasingly used by firms for disclosing information and engaging stakeholders. Yet, we know little about whether and how social media usage matters. We show how corporate Twitter usage may influence analyst stock recommendations. Our interviews of securities analysts suggest that social media is not institutionalized yet, but increasingly used as a source of channel checks, especially for vibes, validations, and so on. Our analyses of corporate Twitter accounts show that both firm‐initiated and customer‐initiated tweets can have significant impact on analyst recommendations under certain conditions. For firm‐initiated tweets, the extent of retweets is an important factor, along with the content of tweets, in particular, growth implications. For customer‐initiated tweets, negative tweets matter, but only with high volume and regulatory structure that supports customer protection. Copyright © 2017 John Wiley & Sons, Ltd.     

Taking a hit to save the world? Employee participation in a corporate social initiative

Research Summary: Companies often justify their corporate social initiatives by citing talent management benefits. We examine the extent of, and the reasons for, employee interest in such an initiative in a global management consulting firm. We find a large fraction of employees to be interested in participation in the initiative even when participation requires a personal sacrifice in the form of a salary cut. However, this interest is driven not just by prosocial motivation: Expectations regarding private benefits, such as improved career prospects from new skills acquired, also play a role. Considerations of social impact and private benefits are equally salient when no salary cut is required, but private considerations become more prominent when participating employees are asked to accept a salary cut. Managerial Summary: Many companies are moving from stand‐alone corporate social responsibility (CSR) projects to social initiatives integrated into strategy. Providing employees with the opportunity to participate in such initiatives is said to help attract, motivate and retain talent. In this study, carried out in collaboration with a management consulting firm, we examine how much and why employees value participation in a corporate social initiative. Based on interviews and survey data, we find that employees are not only interested in, but often even willing to accept, a temporary salary cut for the opportunity. However, altruistic motivation is not the only driver of this interest: Employees also expect and value the possibility that the experience would lead to private benefits, such as developing skills likely to enhance their career prospects.     

Corporate social responsibility and access to finance

We investigate whether superior performance on corporate social responsibility (CSR) strategies leads to better access to finance. We hypothesize that better access to finance can be attributed to (1) reduced agency costs due to enhanced stakeholder engagement and (2) reduced informational asymmetry due to increased transparency. Using a large cross‐section of firms, we find that firms with better CSR performance face significantly lower capital constraints. We provide evidence that both better stakeholder engagement and transparency around CSR performance are important in reducing capital constraints. The results are further confirmed using several alternative measures of capital constraints, a paired analysis based on a ratings shock to CSR performance, an instrumental variables approach, and a simultaneous equations approach. Finally, we show that the relation is driven by both the social and environmental dimension of CSR. Copyright © 2013 John Wiley & Sons, Ltd.     

Does engagement in corporate social responsibility provide strategic insurance‐like effects?

Research summary : This study examines whether the stock and bond prices of firms engaging in corporate social responsibility (CSR) can benefit from insurance‐like effects during occurrences of negative events. Our results suggest that in the face of negative events, engagement in CSR on a continuous, long‐term basis provides insurance‐like effects on both the stock and bond prices of firms. Nevertheless, the effects are found to quickly disappear following the occurrence of a second, or subsequent, negative event. Although our results clearly indicate that firms need to allocate some of their available resources to long‐term strategic CSR activities, managers must also realize that in a crisis communication, they will probably be able to use their CSR claims on one occasion only. Managerial summary : The purpose of this article is to examine whether firms engaging in corporate social responsibility (CSR) can benefit from insurance‐like effects during occurrences of negative events. We find that on the occurrence of a negative event, long‐term CSR engagement does have insurance‐like effects. We also find that these insurance‐like effects may quickly disappear following the occurrence of a second negative event. Managers of firms with a long history of CSR activities need to realize that in a crisis communication, they can probably use their claims of adherence to CSR only once. Copyright © 2015 John Wiley & Sons, Ltd.     

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.     

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.