The Analysis Of State-owned Key Enterprises’ Strategic Social Responsibility Management System&Financial Performance

In the21st century, corporate social responsibility is gradually being accepted.Individual central enterprises also earlier recognized the importance of socialresponsibility, social responsibility report released regularly. However, most of thecentral enterprises have demonstrated negative, resulting in a greater negative impact.To overcome the central enterprises to fulfill their social responsibilities inert,government regulation and social constraints are external and play limited role. Thereare still the central enterprises to stimulate the initiative. Advocates actively integratemanagement thinking in corporate social responsibility, according to the strategicobjectives of the company to fulfill social responsibility.In this paper, empirical and case study approach combining analysis. Analyze thestrategic social responsibility of central enterprises responsibility from Central rate ofoverall and specific cases two levels respectively. Currently, the correlation betweensocial responsibility and financial performance more, but the rise of social responsibilityto a strategic height and how to integrate corporate social responsibility in the dailyoperations of the research is less. Firstly, on the basis of literature strategic socialresponsibility is defined. Unlike altruistic motives of traditional CSR, strategic socialresponsibility is a highly combination of corporate strategy and social responsibility.Visibility, exclusive social events, decision-making voluntary, goal congruence andbehavioral characteristics such as the five prospective planning it has won recognition,to achieve social interests and business interests of the maximum degree of unity. Ithelps to develop and enhance the sustainable competitive advantage of enterprises, butalso increase their long-term benefit by improving and enhance the corporate image andreputation, etc.. Secondly, based on portion of the central rate data in2009—2013, wehave empirical testing on social responsibility and financial performance. The studyfound that the central enterprises strategically to fulfill their social responsibility toimprove financial performance, but its role in some extent subject to governmentrestrictions. Mainly the central enterprises bear too much political and non-economicsocial responsibility.On the basis of a clear strategic central enterprises to fulfill their social responsibilityto improve the financial performance of the enterprise, this paper selected as a case of China Mobile. By a total of eight of its2006—2013Social Responsibility Reportinterpretation and generalization, the paper detailed its strategic social responsibilitymanagement system. Then analyze China Mobile first social responsibility reportincidents using event study. And the study found that the incident is a certain degree ofacceptance in the capital markets in the short term, but more asset restructuring,bankruptcy reorganization events such as market performance is not significant. Thenthis paper analyzed years of financial performance of China Mobile, China Telecom,China Unicom using factor analysis. The results show that there are differences affectstrategic corporate social responsibility practices of different central financialperformance. Perfect strategic social responsibility management system makes ChinaMobile continued to maintain a high level for many years in the financial performanceand long-term performance significantly.Based on these studies, we believe that, substantive difference between the centralenterprises to deal with positioning, competitive central enterprises can develop themixed ownership, the introduction of strategic investors, improve corporate governance,and remove the policy burden. On the other hand, we should improve CSR decisionmaking and implementation mechanisms of central enterprises, to establish strategicsocial responsibility management system.