私营企业党组织嵌入、企业家地位对企业社会责任的影响

基于中国私营企业综合调查的微观数据库,实证分析了党组织嵌入对私营企业履行社会责任的影响以及企业家地位感知的调节效应。研究表明：(1)党组织嵌入(制度嵌入)以及企业家嵌入党组织(网络嵌入)对私营企业社会责任产生显著促进效应,且党组织嵌入对私营企业参与社会治理的意愿、参与环境治理、进行企业社会责任披露以及履行员工社会责任等不同社会责任内容维度的影响则具有异质性效应。(2)企业家地位(经济地位、社会地位与政治地位)在党组织嵌入与企业社会责任之间产生负向调节效应;进一步检验结果表明,企业家地位对企业社会责任产生显著的正向促进效应。(3)异质性分析结果表明,党组织嵌入对企业社会责任的促进效应,在市场化程度更高的制度环境以及无政治关联的企业中更为明显。     

试论企业价值取向与社会责任

近年来,企业社会责任成为一个热点话题,企业社会责任要求企业在实现经济利益的同时关注其它利益相关者以及社会和环境的发展,企业承担社会责任源于企业的价值取向。本文从企业社会责任的概念内涵入手,提出企业应以"利润和社会责任的平衡发展"的企业价值取向,主动承担社会责任,界定了企业承担社会责任的各种体现,并对促进我国企业承担社会责任提出一些对策。     

论企业社会责任的内涵

伴随着企业社会责任的诞生对它争议就一直没有停止过，基于不同的时代背景、立场，学科和价值取向其内涵也不断发生变化。本文认为，企业社会责任是社会发展到特定阶段的一种利益均衡机制，是企业在谋求利润最大化的同时所负有的满足其他利益相关方合理需求的一种责任形式，主要包括必须履行的法律责任、应当履行的道德责任和可以履行的慈善责任。     

利润与企业社会责任之我见

本文通过对社会责任的概念、利润是一种责任、利润的社会意义的阐述，理清了企业利润与社会责任是密不可分的。     

如何构建以社会责任为基础的企业文化

企业文化是一个企业和谐发展与永续经营的基础,正如科特所说的那样,没有文化的组织或者企业,将不断面临着失败的风险,且预示着企业的不断失败。近年来,企业文化与社会责任融合的趋势越来越明显,企业文化建设过程中要体现企业的社会责任。本文在对企业文化与企业社会责任概念与内容界定的基础上,分析了企业社会责任对于企业文化建设中的重要性,最后从领导率先垂范、达成更多共识以及构建制度保障三个方面探讨了如何构建以社会责任为基础的企业文化。     

强化管理提升企业最根本的社会责任

全面社会责任管理在企业管理的基本假设、解决的核心问题以及解决核心问题的基本范式等本质层面上与现有的管理理论作出了完全不同的理解与探索,并在实践中不断得到检验,本文提出企业建立全面社会责任管理的思想体系和实施体系。     

浅谈企业社会责任

企业社会责任是指企业在创造利润、对股东承担法律责任的同时,还要承担对员工、消费者、社区和环境的责任。本文在分析我国企业履行社会责任的意义与现状的基础上,对企业有效履行社会责任提出相关建议。     

企业职业教育社会责任的理论基础、内容构建与实现路径

在新的《中华人民共和国职业教育法》开始实施的大背景下,采用构建校企命运共同体的视角,研究企业职业教育社会责任的理论基础、内容构建与实现路径对企业履行实质性的职业教育社会责任具有重要意义。以企业履行职业教育外的环境保护社会责任为借鉴,研究了企业职业教育职业社会责任的法治化进程、社会责任的内容构建和实现路径。建立有效的治理机制对企业履责行为进行评估和监督,是企业实质性履行职业教育社会责任的有力保障;加快职业院校的数字化转型促进企业与院校的需求对接,增进企业履责的社会效应为企业获取外部资源,从而提升企业的履行意愿与能力;提升企业履行职业院校社会责任的意识,在全社会创建企业投身职业教育的文化氛围,弘扬企业家精神,提升企业家的社会地位是企业履行社会责任的实现路径。     

对企业家社会责任的思考——从赈灾表现解读企业家的社会责任

5.12汶川国殇后,企业家们表现各异。有些企业家的表现让人敬佩,而有些企业家的言行招来国人非议。本文分别通过对企业家与社会责任的定义、企业家在地震中的表现以及重塑企业家的社会责任三个层面来进行阐述,来解读企业家在国难当头的社会责任。     

企业家对企业社会责任的认识与评价——2007年中国企业经营者成长与发展专题调查报告

本文是4586位企业经营者参与的"2006年中国企业经营者问卷跟踪调查"的专题调查报告——"企业家对企业社会责任的认识与评价"的主要内容。调查结果显示,企业经营者普遍认同"优秀企业家一定具有强烈的社会责任感",高度认同履行经济、法律、伦理、公益4个方面社会责任的重要意义;同时,相当多的企业经营者比较关注履行社会责任的成本;企业履行法律责任和伦理责任方面存在欠缺的现象较为突出;企业经营困难、企业经营者素质不高、缺乏良好的社会诚信环境以及社会相关部门没有很好地履行自己的责任,被认为是导致企业履行社会责任存在欠缺的主要原因。     

Supported,detached, or marginalized? The ambivalent role of social capital on stress at work

Relationships with work colleagues can mitigate job stress; this article proposes a new perspective on such effects, in accordance with social capital theory, to delineate the potentially distinct impacts of the two dimensions of relational and structural social capital. A partial least squares analysis of network data in a medium-sized company (N = 343) offers evidence of an effect of the relational dimension (tie strength), through social support. The structural dimension (bridging ties, i.e. whether an employee has social ties with members of other departments) reveals a dual effect involving reduced stress but also diminished social support, which can increase stress. These dual effects reflect the two levels on which bridging ties act, namely, cognitive (selfdistancing) and social (marginalization from the immediate work context) levels. Next, with two scenario-based experiments (N = 289 and 245), the authors manipulate bridging ties and gain further evidence of the proposed mechanisms. These findings highlight the social underpinnings of stress and the critical role of the structure, not just the quality, of work relationships. They also identify a dark side of bridging ties, which can enhance individual performance but also create the potential for negative wellbeing outcomes.     

基于社会网络视角的企业社会责任行为相似性研究

本文利用国泰安数据库和锐思数据库中2010年-2012年的我国上市公司管理层数据、公司财务数据,以及润灵环球责任评级2010年-2012年我国A股上市公司的企业社会责任评级数据,从社会网络的角度出发,探索我国上市公司社会责任履行行为的相似性。研究结果发现,公司之间存在的社会网络会造成企业社会责任履行行为具有一定的相似性。当企业越是处于核心地位,越是容易传播信息,控制能力越强的时候,该公司同与之相关联的公司在社会责任履行行为方面越是具有相似性。这一结论为改善我国企业社会责任履行现状提供了一个全新的思考方向。     

The Social Dimensions of Business Excellence

In an era of dynamic markets, globalisation, telecommunication and volatile stock markets, the board of directors of listed companies have grown familiar with the pressure of shareholders. Nowadays CEO's discus corporate responsible behaviour and sustainability more often. They feel the pressure of external stakeholders. They are aware of the increasing vulnerability of their corporate reputation, an increasing number of financial institutions start demanding social and environmental criteria — and it is more and more difficult to attract new talented people and at the same time, keeping existing employees satisfied. These developments make companies aware of the social dimensions of their organisation, their corporate identity, their role within society and their duty towards future generations.The business environment is beginning to accept that prosperity, profitability and shareholder value alone do not represent the value of the company. The companies’ ability to grow and to improve continuously is also determined by its social competences, ethical responsibility and environmental contributions. This shift of focus leads to a reorientation of the concept of business excellence. At first, quality management focused on the quality improvement of products and services, later on the processes providing these products. Quality was renamed into business excellence when corporations oriented themselves on the quality of the organisation and the chain (or network or hub) in which it operates. With the present challenges at hand, companies are beginning to focus on the quality of society while taking care of their core businesses, an objective that transcends and includes the former quality orientations.This article first introduces the European Business Excellence Model (EFQM model), which have facilitated the transformation toward an integral management approach, including openings to corporate social responsibility (CSR). We will than elaborate on the cultural context of companies engaged in CSR and social responsible investing (SRI) activities. We will end this article with an overview of CSR activities, structured according the EFQM model.     

Integrity management

Integrity management is concerned with systematically and completely reviewing, analyzing and developing or safeguarding the ability of organizations to combat breaches of integrity. Breaches of integrity occur where conflicting interests are incorrectly weighed against each other, so that the actor infringes the legitimate interests of the company that employs him, or of individuals and parties inside or outside the company. These breaches of integrity cause enormous damage to the company itself, the employees and the external stakeholders. Breaches of integrity undermine the competitive advantage of the companies concerned. It is the task of the company's management to find a balance between the conflicting interests employees face and to ensure that the balance is institutionalized. This article presents a conceptual framework for describing the integrity of organizations and provides a basis for developing specific activities.     

高层管理团队内部社会资本、团队冲突和决策效果的关系——研究综述与理论分析框架

反映在结构因素、关系因素和认知因素三个维度上的高管团队内部社会资本为决策信息的交换和共享提供了机会、意愿和能力,有利于团队内部形成建设性的冲突模式,促进决策效果的提高.本文以团队冲突为中介变量,建立了高管团队内部社会资本与决策效果的关系的理论框架,提出了研究命题,并对企业高管团队内部社会资本的培育提出建议.     

Risk management in corporate planning

The risk distribution matrix (RDM) is to be applied in resource allocation and is a means of placing environmental risk in perspective. All forms of business operations should be included so that a company has a comprehensive picture of its commitments in safe, moderate, and high-risk countries. Corporate self-analysis is involved in the first three steps. The fourth step seeks to correct the risk profile through multiple strategies. Many years are likely to be required before a company achieves its desired profit/risk composition.

The advantage of the system is its individualization. Within the general framework given on the preceding pages, companies can make decisions based on factors unique to their industry, current position, preferred position and flexibility within the constraints identified. Ultimately, RDM provides a thorough evaluation system custom tailored to each company, insuring more profitable overseas transactions.     

Governance Choices for Corporate Social Responsibility: to Contribute,Collaborate or Internalize?

Within a competitive business environment where resources are limited, it is increasingly important for senior management to make every investment count. Measuring ‘return on investment’ occurs at every level of operations—so why not also in the arena of Corporate Social activity? Until now, much research has focused on finding the link between corporate social responsibility (CSR) and increased business performance. Researchers have not examined the cost implications associated with the different forms of governance utilized by companies to implement their CSR activities, e.g., outsourcing through charitable contributions, developing an in-house program, or creating a more collaborative model, which benefits both the company and the partner nonprofit organization. Careful examination and evaluation of these costs will help senior management choose the governance structure that will maximize the benefits they reap from CSR activities.Drawing upon insights from organizational economics, this article develops a framework to compare the alternative modes of CSR governance and identifies the key drivers that affect governance choice, including associated costs. Most importantly, it provides a decision-making tool that can guide senior management in this vital choice as a way to contribute to the competitive advantage of the firm.     

Planning in German steel company

Planning, in the past, often discredited in Germany as a device of an authoritarian government, is today an accepted and imprtant management tool, useful in managing a large, multi-divisional company wiht a great degree of delegation of responsibility. This article describes the corporate planning system of one of Germany's major steel companies.     

上市公司融资偏好的内部治理机制研究

面对弱效率的资本市场,如何有效地解决国内上市公司在融资选择时对股权融资的过度偏好成为实务和理论界关注的一个重要问题。本文认为除了现行研究所提出的完善资本市场的规范性和有效性,加强上市公司的外部调控和管制以外,还有一个很重要的方面就是从微观的公司治理角度来分析上市公司的融资行为。在这一思路的基础上,本文利用一个多任务委托代理模型来解释影响企业融资方式的内部因素,并从公司治理结构的角度来提出完善融资激励和约束机制的要素。     

Top-Management-Coaching in mittleren Unternehmen

Top-Management-Coaching in mid-sized companies The author discusses coaching of business leaders in mid-sized companies. These companies appear to be under considerable pressure to professionalize at times regarding their understanding, functions and instruments of leadership and management, — unlike their technical and product know-how. Due to the strong personalization of leadership in mid-sized companies, this professionalization can only take place if the business leaders build up an adequate understanding of leadership by alternating self- and business reflection. A coach can be of great help, acting as a sparring partner by combining the ?personal perspective“ with the ?functional perspective“. A prerequisite on behalf of the coach, aside from his competence in individual and interaction psychology, is however the ability to transport himself into the specificities of a mid-sized company and its management as well as profound knowledge of the management of complex sociotechnical-economic systems.