中国石油企业发展低碳经济的必要性分析

低碳经济时代已经来临，在这种背景下，中国石油企业只有发展低碳经济，才是生存与发展的必然选择。它是石油企业应对全球气候变暖的迫切需要；是石油企业应对常规能源枯竭的需要；是石油企业转变经济增长方式的需要；是石油企业可持续发展的需要；是石油企业技术进步、设备更新的动力。     

论石油企业绩效考核体系的建立

绩效考核关系到一个企业的长远发展，特别是对于石油企业这种特殊类型的国有企业来说，良好的绩效考核体系能够帮助企业更快更强的发展壮大，本文对石油企业在绩效考核方面的管理和建设进行深入分析，并提出改善石油企业绩效考核制度的一系列建议，以供参考。     

企业党组织和党员作用充分发挥的对策探讨

随着我国经济结构的不断调整与发展，不少企业在发展中都改变了以往的方式，实行精细化管理模式的改革。我国石油企业是经济结构的主体之一，使党组织在石油企业中有层次、成效与重点地发挥职能作用，是国内石油企业管理过程中的一个重点。     

推行目标成本管理对提高石油企业利益的探析

随着中国经济体制的快速改革，越来越多的石油企业意识到企业的目标管理具有重要的意义。但在管理实践中，很多企业并没有将企业的目标管理进行很好的实施，即使有也只是表面功夫，执行效果不明显。本文通过分析石油企业目标成本的管理。为石油企业提高工作效率，和企业利益作出一些分析。     

浅析石油企业思想政治工作有效性

石油企业的思想政治工作是石油企业发展过程中必要的工作内容之一，其是企业发展中的一项优良传统，对企业的发展有极为重要的作用。随着我国石油企业的改革不断深入，石油企业面临的市场环境发生了巨大的变化，加上内部制度的不断完善，使得石油企业人员的思想也发生了较大的改变，所以需要进一步的加强石油企业人员的思想政治工作建设，以确保石油企业各项工作能够顺利的开展。本文就主要针对该问题进行简单的分析，以有利于石油企业的发展。     

石油企业人力资源管理面临的挑战及其应对举措

人力资源是企业得以实现长足发展的本源动力，石油企业之人力资源管理水平决定了企业自身发展前途。在市场经济深入发展、知识经济方兴未艾、经济全球化趋势加快的背景下，石油企业人力资源管理面临着一系列的挑战。为应对这些挑战，石油企业应当建立起完善的人力资源管理体制。     

建设高素质石油钻井企业管理干部队伍的思考

当前，随着国际政治、经济风云的变化以及由此带来的石油工业的动荡不稳和油价的持续攀升，世界各国的石油工业都在突飞猛进地发展，发现和发展大中型油气田．也成为了我国目前国民经济发展的一个极为重要的动力因素。众所周知，石油钻井是油气田发现和发展的“龙头行业”。在当前复杂多变的国内外形势下．大力发展石油钻井企业．建立现代石油钻井企业制度，增强石油企业管理干部的综合素质，     

石油行业廉政建设浅析

石油企业是我国国有企业当中的龙头企业，在我国经济的发展中起着重要的促进作用，对国人生活和企业运行等多方面都有着不可分割的联系。如何抓好石油企业的内部管理尤其是廉政建设，减少内部腐败现象，提高企业的有效管理，实现经济效益的最大化，成为当今石油企业面临的重要问题，也是关系到国际稳定发展和人民生活顺利进行的重要的问题。     

石油企业党政建设管理对企业文化兼容的影响

企业党政建设管理是石油企业管理的重要组成部分,企业文化是石油企业核心竞争力的体现,它们都是企业发展的重要因素。为了促进石油企业党政建设与企业文化更好的融合,笔者分别介绍了石油企业党政建设管理和石油企业文化,在此基础上分析了两者之间的内在关系,最后探讨了促进石油企业党政建设管理和企业文化的兼容的措施。     

小议如何有效做好石油企业综治保卫工作

如何抓好石油企业的综治保卫工作，减少影响企业安全的因素，防治群体性事件的发生等，提高企业的有效管理，实现经济效益的最大化，是当今石油企业在日常管理中面临的重要问题。本文就如何有效开展石油企业的综治保卫工作进行分析并提出一些建议。     

Corporate Citizenship and Managerial Motivation: Implications for Business Legitimacy

In 2000, Business and Society Review published a Special Issue of the journal to explore scholars’ ideas about how the practice of corporate citizenship would evolve in the 21st century. Contributors to the volume predicted a change in business motives for engaging in social initiatives, suggesting that managers would begin to see corporate citizenship as a strategic necessity to preserve organizational legitimacy in the face of changing social values. This article uses data from a study of corporate citizenship practices in over 500 Norwegian companies to explore the validity of the Special Issue predictions. We begin by reviewing the foundations of organizational legitimacy theory and examine recent research documenting the growing importance of corporate citizenship for assessments of business legitimacy. We describe our study methods, present our results, and discuss the implications of our findings in this context.     

An Empirical Investigation of Corporate Citizenship in Australia and Turkey *

This paper describes a study of corporate citizenship practices and its relationship to dimensions of internal and external corporate culture, customer loyalty and organizational commitment. Empirical data was collected from a cross‐industry sample in Turkey and Australia using a questionnaire form developed and validated for other cultures. It was shown that Australian and Turkish firms' practices differed significantly on a number of important variables, but also that it is possible to compare corporate citizenship practices in a way that is not culture‐specific.     

Corporate Citizenship Enacted as Operating Practice

This paper explores values that underpin corporate citizenship embedded in operating practices as they affect stakeholders. Fundamentally, the paper argues that corporate citizenship is embedded integrally in the day-to-day operating practices that companies develop to relate to their important stakeholders. This systems perspective incorporates not only the objective but also subjective and intersubjective aspects of human civilization and arguably provides a systems basis for thinking about the roles and responsibilities of the corporation in society. This revised version was published online in July 2006 with corrections to the Cover Date.     

Local Management Response to Corporative Restructuring: A Case Study of a Company Town

This is a case study of top management in a Swedish pulp industry at Skutskär. After decades of proactive response to change, starting in 1976 the pulp industry experienced a rapid and significant restructuring. In 1992, and after a prolonged hold on local investments, came a large‐scale investment with major labor reductions, which created a local crisis. The aim of this study is to analyze how top managers of a local business plant perceive and explain their citizenship relationship to the community of the company town during a transition period from 1976 to 2007. Our study shows that too much reliance on top management cost reduction requirements and not caring, or underscoring, local social concerns created gaps and local stakeholder distrust. We discuss how prolonged distrust of the company to bear social responsibility ended up in a broken relationship between the company and the local community. Our case indicates at least two problems that must be handled for successful corporate citizenship. First, the traditional control‐oriented management view is too narrow and not adjusted to today's citizenship reality, including how to handle corporate social responsibility. Second, we can see a possibility where the conceived needs on a global corporate level may lead to situations to obscure local needs and consequences.     

Modeling corporate citizenship and turnover intention: social identity and expectancy theories

Drawing upon the expectancy theory and social identity theory, this study proposes a model that explains how perceived corporate citizenship influences turnover intention. In the proposed model, perceived economic and legal citizenships affect turnover intention indirectly via the full mediation of career development expectation, while perceived economic, legal, ethical, and philanthropic citizenships impact turnover intention indirectly via the full mediation of organizational identification. The hypotheses of this study were empirically tested by conducting a survey on employees in the tourism industry. The empirical findings show that a firm’s corporate citizenship can provide a competitive advantage in retaining its employees by simultaneously boosting their career development expectation and organizational identification. Lastly, managerial implications and limitations of this study based on empirical results are presented for in-depth discussion.

     

The Identity‐Matching Principle: Corporate and Organizational Identification in a Franchising System*

This paper examines corporate and organizational identification in franchisee organizations from the perspective of the social identity approach. We propose the identity‐matching principle (IMP) as a heuristic for understanding and predicting the different effects of nested identifications. According to the IMP, when identifications and relevant behavioural or attitudinal outcomes address the same level of categorization, their relationship will be stronger. A study is presented with employees (n=281) matched to managers (n=101). Supporting the IMP, organizational identification (but not corporate identification) predicted customer‐oriented behaviour on the level of the local organization, whereas corporate identification (but not organizational identification) predicted attitude toward corporate citizenship behaviour. Furthermore, multilevel analyses showed that these relationships were enhanced in organizations where managers displayed the respective behaviours themselves to a greater extent. Implications for theorizing about leadership and organizational attachments are discussed alongside recommendations for organizational practitioners.     

Workplace autonomy and industrial democracy: The equity solution

The time has come to begin thinking about a conceptual shift in management thought. Once again, turbulence is developing in the environment and a new framework is developing to manage people. This framework calls for new forms of partnership between workers and management, including an expansion of employee rights, autonomous workgroups, and employee ownership. This article proposes that a new definition of corporate citizenship is needed.     

Corporate Responses to HIV/AIDS: Experience and Leadership from South Africa

HIV/AIDS harms the viability and competitiveness of African businesses. As a consequence, companies increasingly subscribe to the view that taking a proactive role to combat HIV/AIDS is not simply a question of compassion and good corporate citizenship. Rather, these firms see assertive action against HIV as critical to their long‐term profitability, and some have concluded that it is cost effective even in the short term. The article discusses how South African companies are taking action against HIV in ways that set new benchmarks, enhance the effectiveness of international AIDS advocacy efforts, and spur businesses across Africa and beyond to strengthen their corporate responses to HIV/AIDS.     

An Integrational Framework of Organizational Moral Development,Legitimacy, and Corporate Responsibility: A Longitudinal,Intersectoral Analysis of Citizenship Reports

In this article, we outline a unique conceptual framework connecting legitimacy types (Suchman, 1995 ), theories of corporate responsibility (Brummer, 1991 ), and levels of organizational moral development based on Kohlberg's ( 1971 ) moral development stages. In addition, based on Global Reporting Initiative (GRI) categories, we found empirical support for our framework, by content analyzing Fortune 500 corporate citizenship reports from four different industries (i.e., chemicals, motor vehicle/auto parts, pharmaceutical, and utilities), at three data points (i.e., 2002, 2007, and 2012). Our analysis indicates that motor vehicle/auto parts and chemicals industries are at a higher developmental level, and portray moral legitimacy along with social demandingness corporate responsibility in recent years; while the pharmaceutical and utilities sectors are at a lower developmental level, showing signs of pragmatic legitimacy, alongside classical and stakeholder corporate responsibility strategies. This article contributes to the current organizational moral development literature by developing and finding empirical support of a conceptual framework of organizational moral development, legitimacy, and corporate responsibility. In particular, our findings provide a deeper understanding of the differences in moral development levels across four focal industries over a 10‐year timespan.     

Corporate Services in Poor Areas: A Case Study with Participative Multistakeholder Involvement

Corporations that provide services such as water, sewage disposal and electricity in poor countries or deprived areas face political, social and economic problems that make it difficult to simultaneously favor the interests of shareholders and other relevant stakeholders. In this paper a case study is presented in which a company, Aguas Argentinas, promoted innovative and participative multistakeholder involvement that produced benefits for all parties. Key factors in the model employed were the generation of credibility and trust, adaptive management to the specific situation of deprived areas, stakeholder dialogue, and participation. It is argued that understanding corporate citizenship as reciprocity and common effort in solving interdependent problems were fundamental to the success of the company in this case.