A Study Of The Relationship Between Strategic Corporate Social Responsibility And Financial Performance

With the in-depth development of market economy and the economic globalization,especially the emergence of a series of social problems, which makes companies to linkmore closely with the community. Society has strongly urged companies to fulfillcorporate social responsibility actively as the community citizens. However, the issuesof fulfilling corporate social responsibility proactively is still controversial, somescholars believe that corporate social responsibility will increase business costs, therebyaffecting the company’s financial performance, so the research of corporate socialresponsibility to fulfill how it affects financial performance is still to crucial that affectthe decision of fulfilling their social responsibility. Existing scholars corporate socialresponsibility and corporate strategy to be combined, view to fulfill social responsibilityfrom a strategic point. Strategic corporate social responsibility is the strategic behaviorwhich impacts the value of enterprises. The purpose of this study is to provide anew way to realize the value of the enterprise. We hope companies can combine featuresproprietary nature of our country, from a strategic point of view, to incorporate thecorporate social responsibility into strategic management, to achieve business value andsocial the value of sharing.Firstly, based on the theory of enterprise ecosystem, the strategic corporate socialresponsibility can be divided into three levels, combined with the theory of stakeholdersand competitive advantage theory to analyze the relationship of strategic corporatesocial responsibility and financial performance. Taking into account the nature ofcorporate ownership affect corporate social responsibility outside pressure, so thecombination of our unique system background, analyzes the impact of ownership on thestrategic nature of corporate social responsibility.On the basis of institutional background and theoretical analysis, the paper selects2010-2013Social Responsibility Report or Sustainability Report issued321ShanghaiA-share listed companies as samples, according to the analysis of social responsibilityreport or disclosure of quantitative indicators of sustainable development report,combined with data envelopment analysis (DEA) to build a strategic corporate socialresponsibility. Adopting constructed strategic corporate social responsibility indicatorsand other relevant indicators, corporate social responsibility strategic relationships andfinancial performance, the impact of different strategic corporate social responsibility on the nature of ownership were confirmed respectively.The results show that Strategic Corporate Social Responsibility and the base layer,market layers and environmental layers for strategic corporate social responsibility havea positive impact on financial performance. Business and enterprise ecosystem membersinfluence each other. Business fulfill strategic corporate social responsibility forecosystem stakeholders, at the same time, the ecological environment will becounterproductive in the enterprise business, which means that enterprises create socialvalue, meanwhile, the economic value of the business has also increased. In addition,the positive impact of strategic state-owned enterprises to fulfill their corporate socialresponsibility for the financial performance of the weaker non-state-owned enterprises,state-owned property will be weakened role in promoting the strategic nature ofcorporate social responsibility for the accounting performance period.The corresponding policies proposed in this paper include increasing awareness offulfilling strategic corporate social responsibility, state-owned enterprises should set agood example, private enterprises should participate actively; the key of fulfillingstrategic corporate social responsibility is to analyze the common point of socialproblems and demands of key stakeholders and competitive advantage and corporatestrategy; emphasis on fulfilling social responsibility for competitor, maintain fair marketcompetition, or build alliances with competitors to achieve multi-value.