我国企业社会责任战略综述

本文主要是针对国内现有企业社会责任战略理论进行了梳理,概况了不同学者对企业社会责任战略概念的定义及其发展,对如何进行企业社会责任战略的管理、如何有效实施该战略、实践该战略的意义进行了研究回顾,并摘取了近年来基于新视角的共生理论和基于网络视角的企业社会责任战略选择理论进行着重阐述。在最后结合我国国情提出理论研究的迫切性。     

管理层社会责任战略选择影响企业绩效研究

21世纪以来企业的社会责任问题日益引起社会各界的广泛关注,并已从“商人的社会责任”逐渐发展成为一种战略竞争资源。而管理层作为企业的实际经营者,对于社会责任的选择不仅影响到自身的社会责任行为表现,更会通过企业政策的制定和实施和对企业文化的建设进而影响到企业责任战略的形成和演变。企业社会责任战略会显著影响企业的社会表现,企业社会表现的改善有利于全面提升企业绩效,本文将从管理层的角度来说明社会责任的选择对企业绩效的影响。     

战略视角的企业社会责任管理

随着欧美国家企业社会责任运动的高涨,在经济全球化浪潮之下,中国企业必须理性看待企业承担的社会责任,把社会责任管理纳入企业战略管理体系,积极探讨和研究企业社会责任管理的对策,并根据内外环境适时调整其社会责任战略,变被动为主动,使企业获得持续发展的竞争优势。     

企业社会责任与企业战略选择

随着世界经济一体化,企业社会责任活动逐渐进入中国,实践表明企业社会责任成为企业在日趋激烈的竞争中提升自身持久竞争力,保证企业持续成长的有效手段和资本。文章阐述了企业社会责任的起源和定义以及在中国的发展趋势,根据现代企业社会观探讨了在新的竞争环境中企业必将把履行社会责任作为一种企业战略的选择,从战略的视角看企业履行社会责任对增强企业竞争力的影响,以及如何促进企业可持续发展。     

中国企业的社会责任战略思考

企业社会责任是企业可持续发展的基石.我国企业社会责任意识已基本形成,但大多数企业尚未建立健全社会责任管理体制.文章在分析我国企业社会责任管理现状的基础上,从企业的角度提出了我国企业社会责任管理的思路,指出企业战略管理高度加强企业社会责任管理.     

企业市场营销战略选择——社会责任营销

在国际社会越来越强调企业社会责任的过程中,企业的营销观念也在发生着相应的变化,由市场营销观念发展到社会市场营销观念。这也为企业的市场营销战略及活动指出了新的方向——社会责任营销。社会责任营销对企业发展有着积极的作用,同时,社会责任营销也有章可循。     

中国企业社会责任的战略思考

随着经济社会的发展,企业只追求经济利益的时代已经过去,企业在创造经济效益的同时,应当为相关利益群体承担相应的责任。因此,将企业的社会责任融入到企业战略管理的过程中,持续高效地履行社会责任将会实现企业与社会的双赢。     

企业社会责任:提升企业形象的战略起点

文章简要介绍了企业社会责任和企业形象的概念与内涵;从作用机制和战略意义两个方面,分析了为什么企业社会责任是企业形象的战略起点;并总结了目前国内企业履行社会责任的四种类型;最后就如何通过履行企业社会责任来提升企业形象从五个方面提出一系列措施。     

基于社会责任的我国企业竞争力提升战略

企业社会责任是指企业除了要对股东负责外,还要承担对其他利益相关者的责任。企业竞争力是指一个企业在竞争性市场中所具有的能够持续地比其他企业更有效地向市场提供产品或服务,并获得盈利和自身发展的综合素质。在经济全球化进程日益加快的新型经济环境下,企业社会责任的承担对企业竞争力的提升产生着越来越重要的影响。因此,我国企业应该学会在履行社会责任的框架下不断提升自身的责任竞争力,增强参与世界经济发展和全球市场竞争的能力。     

基于企业社会责任的战略营销分析

战略营销既是营销行为又是战略行为,战略营销强调从环境的趋势性变化中把握成长性潜在消费需求以及企业竞争行为的变化,以追求长期性、持续性的营销效果。企业社会责任的大环境使社会责任消费成为成长性潜在消费需求,使对社会负责的竞争逐渐成为主流的竞争方式,因而企业社会责任具有促使营销从传统的职能层次上升到战略层面加以管理的功能。战略营销的落脚点是战略营销决策,基于企业社会责任的战略营销的关键在于相应的目标市场决策和市场定位决策。     

Is It Ethical to Use Ethics as Strategy?

Increasingly research in the field of business and society suggests that ethics and corporate social responsibility can be profitable. Yet this work raises a troubling question: Is it ethical to use ethics and social responsibility in a strategic way? Is it possible to be ethical or socially responsible for the wrong reason? In this article, we define a strategy concept in order to situate the different approaches to the strategic use of ethics and social responsibility found in the current literature. We then analyze the ethics of such approaches using both utilitarianism and deontology and end by defining limits to the strategic use of ethics.     

Philanthropy, Integration or Innovation? Exploring the Financial and Societal Outcomes of Different Types of Corporate Responsibility

This article argues that previous research on the outcomes of corporate responsibility should be refined in two ways. First, although there is abundant research that addresses the link between corporate responsibility (CR) and financial performance, hardly any studies scrutinize whether the type of corporate responsibility makes a difference to this link. Second, while the majority of CR research conducted within business studies concentrates on the financial outcomes for the firm, the societal outcomes of CR are left largely unexplored. To tackle these two deficiencies, this article extends the different conceptualizations of corporate responsibility and elaborates both the financial and the societal outcomes of different types of CR.     

Taming Trojan Horses: Identifying and Mitigating Corporate Social Responsibility Risks

Organizations are exposed to increasing pressures from their constituents to integrate corporate social responsibility (CSR) principles into their ongoing business practices. But accepting new and potentially open-ended commitments is not a harmless exercise, and companies may well expose themselves to serious risks when embracing such principles. To identify these risks, we conducted two naturalistic studies: one exploratory, the other corroborative. The results show that CSR adoption is associated with at least seven different business risks, ranging from failing strategy implementation to legitimacy destruction. To alleviate these risks, we discuss a set of managerial mitigation strategies that have the potential to realign companies’ CSR activities with their strategic objectives. Pursey Heugens is an Associate Professor of Organization Theory in the Department of Business-Society Management at RSM Erasmus University. He received his PhD from the same school. His research interests span positive and normative theories of organizaton, including bureaucracy theory, neo-institutional theory, contractualist business ethics, and virtue ethics. Nikolay Dentchev is an independent research fellow at Ghent University, Belgium, and a project coordinator at the corporate venturing department of Fortis Group (Fortis Venturing). He holds a Ph.D. in business economics from Ghent University. His current research is related to entrepreneurship, instrumental stakeholder theory, and management challenges of corporate social responsibility     

Corporate Social Strategy in Multinational Enterprises: Antecedents and Value Creation

In this article, we examine the relationship of the multinational firm’s market environment, stakeholders, resources, and values to the development of strategic social planning and strategic social positioning. Using a sample of multinational enterprises in Mexico, we examine the relationship of these different ways of conducting social strategy to the creation of value by the firm. The market conditions of munificence and dynamism, and the resource for continuous innovation are found to be related to strategic social positioning. The social responsibility orientation of the firm is related to strategic social planning. Positioning is related to value creation for the multinational firm, but planning is not. We discuss the implications of these findings for research and practice. Bryan W. Husted is a professor of management at the Instituto Tecnológico y de Estudios Superiores de Monterrey (Mexico) and Alumni Association Chair of Business Ethics at the Instituto de Empresa (Spain). His research focuses on corporate social and environmental management. His work has appeared in such publications as the Journal of Management Studies, Organization Science, and the Journal of Business Ethics. David B. Allen is a professor of strategy at the Instituto de Empresa (Spain). He received an MBA from New York University and his M.F.A. and Ph.D. from the University of Iowa. His research focuses on non-market strategy. His work has appeared in such publications as the Journal of International Business Studies and the Journal of Business Ethics. He has consulted extensively for European and American multinational firms.     

Corporate Reputation and Philanthropy: An Empirical Analysis

This paper analyzes the determinants of corporate reputation within a sample of large UK companies drawn from a diverse range of industries. We pay particular attention to the role that philanthropic expenditures and policies may play in shaping the perceptions of companies among their stakeholders. Our findings highlight that companies which make higher levels of philanthropic expenditures have better reputations and that this effect varies significantly across industries. Given that reputational indices tend to reflect the financial performance of organizations above other factors (Fryxell, G. E. and J. Wang: 1994, Journal of Management 20, 1–14) and that elements of the literature emphasise that discretionary aspects of social responsibility, including corporate donations, may not be in the financial interests of organizations (e.g. Friedman, M.: 1970, “The Social Responsibility of Business is to Increase its Profits”, New York Times Magazine, September 13), this is a significant finding. It suggests that philanthropic expenditures may play a significant role in stakeholder management and may, in particular, lead to stakeholders holding more positive impressions of philanthropic corporations.     

Corporate Social Performance and Attractiveness as an Employer to Different Job Seeking Populations

This study investigates the hypothesis that the advantage corporate social performance (CSP) yields in attracting human resources depends on the degree of job choice possessed by the job seeking population. Results indicate that organizational CSP is positively related to employer attractiveness for job seekers with high levels of job choice but not related for populations with low levels suggesting advantages to firms with high levels of CSP in the ability to attract the most qualified employees.