高管团队社会责任取向、战略选择及其企业绩效关联机制研究
|
摘要
企业社会责任问题日益引起理论界及社会各界的关注,在激烈的市场竞争中,商业道德和社会责任已成为企业获取竞争优势、实现可持续发展的关键环节,成熟的企业将企业社会责任与企业战略联系起来,企业社会责任已从过去“商人的社会责任”完全变成了一种战略竞争力资源,并与企业高层决策紧密联系。回顾以往文献,企业高管团队研究的更多关注团队特征相关研究,而企业社会责任研究特别是实证研究成果集中在企业社会责任与企业绩效的关系研究。鉴于此,本文尝试将高管团队理论与企业社会责任相融合,围绕高管团队的社会责任取向、企业社会责任战略选择、战略模式演变阶段特征及企业绩效过程机制等问题,展开了一系列的实证研究。
首先通过多重案例比较研究,对四家有代表性的企业进行对比分析,从反映其高管团队社会责任取向及企业社会责任战略特点的关键事件中,总结企业高管团队社会责任企业战略选择过程中多要素系统中的初步规律。研究发现,企业高管团队社会责任取向可以分为经济绩效导向(偏重经济责任和基本法律责任)和社会绩效导向(偏重伦理责任、慈善责任)两种,并通过内部人责任、外部人责任、公共责任等三个方面的具体关键事例,结合企业高管团队社会责任取向,将企业社会责任战略分为消极型、反应型、积极型和主动型四大类。通过多重案例比较研究进一步发现,在高管团队人员特征、社会责任取向、企业社会责任选择、社会责任演变、社会责任表现及企业绩效之间确实存在某种具体的内在联系,从而为后续研究奠定了初步的构思框架。
其次提出和验证了高管团队社会责任取向及其社会责任战略选择之间的关系。研究结合相关文献及访谈内容设计了高管团队社会责任取向及企业社会责任战略问卷,对湖南省、北京市、深圳市等地区企业进行取样,在156家企业高管团队的478份有效问卷基础上进行分析。探索性和验证性因素分析结果表明,高管团队社会责任取向包括经济责任取向、法律责任取向及伦理责任取向三个维度；企业社会责任战略导向包含经济绩效导向及社会绩效导向两个维度。结构方程建模结果显示,高管团队社会责任取向对于企业社会责任战略导向的选择作用明显,同时方差分析结果显示,企业高管团队社会责任取向受到个人异质性及企业异质性的影响。
通过深度访谈,探讨不同个体特征企业,特别是高绩效企业高管团队在不同生命周期社会责任战略模式演变的规律。访谈结果显示,高绩效企业在不同的生命发展周期中,可能采取不同的社会责任战略模式,即消极应对、积极反应、超前行为及相互影响社会责任战略。访谈结论通过问卷佐证研究得到了进一步的验证,即通过对76家高绩效企业的社会责任战略模式在不同阶段的频次分析,结果显示,企业社会责任战略在企业不同发展阶段存在显著差异。
最后提出和验证高管团队社会责任战略选择与企业绩效的过程模型。运用156家企业高管团队的478份有效问卷进行结构方程建模,结果显示高管团队企业社会责任战略选择显著影响企业社会责任表现,但对企业绩效没有直接作用,而是通过企业社会责任表现来对企业绩效产生影响。
本文还从政府、社会及企业等三个层面提出了加强中国企业社会责任建设的对策及实施路径。
本文主要创新工作如下：
(1)首次将高管团队社会责任取向、社会责任战略选择、企业社会表现及企业绩效建立在同一个理论框架体系中,明确了这四者之间的作用关系,验证了企业社会表现的中介作用,在一定程度上突破以往社会责任的研究范畴,丰富了相关理论知识。
(2)相对于已有的模型,本文构建了一个与真实系统更加相符的企业社会责任过程传导模型。将企业高管个人特质、企业特质及其外部作用纳入同一模型,并通过实证方法探索企业社会责任取向与战略选择、责任表现及企业绩效之间的内在联系,这可能有助于企业对其承担社会责任的理解提高到一个新的高度,为企业将社会责任纳入企业战略的制定与选择提供了一定的理论参考。
(3)突破了现有研究对企业社会责任战略的一般的阶段划分,运用演化思路揭示出高绩效企业社会责任战略模式演变的规律及阶段性特征。
The issue of corporate social responsibility has attracted more and more attention of the society and the theoretical circles. In fierce competition of the market, business ethics and social responsibility have become the key link of gaining the enterprise competition advantages and sustainable development. Mature business linked the corporate social responsibility up to the corporate strategic, CSR has already changed from the past" businessman social responsibility " into a fully competitive resources strategy, and with the enterprise decision-making closely. Review the previous literature, the study of top management team paid more attention to team characteristics research, while corporate social responsibility research especially the empirical researches focused on the relation of corporate social responsibility and corporate performance. In view of this, this paper attempted to integrate the theory of top management team into CSR, on a variety of issues such as social responsibility orientation of top management team, corporate social responsibility strategy choice, the stage characteristics of strategy mode evolution, and the process mechanism of corporate performance, and etc, launched a series of empirical researches.
First, we used multi-cases of four typical enterprises to comparatively analyze the key incidents reflecting TMT CSR orientation and CSR strategy characteristics, concluded the basic rules in the multi-factors system of TMT CSR strategy choice. Based on the literatures and interviews, TMT orientation of CSR could be divided into economic performance guide (regard the economic responsibility and legal liability) and Social performance guide(regard the ethics responsibility and philanthropy responsibility), And through key examples of three specific aspects internal liability, external liability, public liability, combined TMT orientation of CSR, divided Corporate social responsibility strategy into four types:passive, reactive, positive and active. Through multiple case comparison research, we further discoveried that there was some specific relation existed in TMT characteristic, TMT CSR orientation, social responsibility of the enterprise choice, social responsibility strategy evolution, corporate social performance and enterprise performance. Above-mentioned results established a preparatory construct framework for following studies.
Secondly, we put forward and validated the relationship between TMT CSR orientation and enterprise CSR strategy choice. Based on literatures and interviews, TMT CSR orientation and enterprise CSR strategy questionnaires were developed, and delivered to enterprises in Hunan Province, Beijing City and Shenzhen City, exploratory factor analysis and confirmatory factor analysis of478valid questionnaires in156TMT orientation of CSR had three dimensions including economic responsibility dimension, legal liability dimension and ethics dimension, CSR strategy had two dimension including economic performance-oriented and social performance-oriented two dimension. The result of structural equation model revealed that TMT orientation of CSR had significant affection on the choice,of enterprise CSR strategy. Meanwhile, ANOVA showed that TMT CSR orientation had significant affected by the TMT individual heterogeneity and enterprise heterogeneity.
Through in depth interview, explored the enterprises especially for high performance enterprises CSR strategy pattern evolution rule which had different individual characteristics in different life cycle. Interviews revealed that high performance enterprises in different life cycle, maybe adopt different social responsibility strategy mode:negative response CSR strategy, positive reaction CSR strategy, leading behavior CSR strategy, interact CSR strategy. The interview result were further verified through questionnaire interviews corroborative studies through frequency analysis on76high performance enterprises' CSR strategy in different stages, the results displayed that the enterprises at different stages of development adopted significant differences CSR strategy.
Last, we put forward and validated the process model which reflected corporate TMT CSR strategy choice and enterprise performance by EQS model based on478valid questionnaires in156TMT. The results showed that TMT CSR choice had significant affect on corporate social performance, but had no direct effect on enterprises performance., its effect was through CSR to corporate performance completed.
This paper also put forward the countermeasure and implementation path which could strengthen the construction of Chinese enterprise social responsibility from the goverment, NGO and enterpise three dimension.
The creative points of this paper are as follows:
(1) We put enterprises TMT CSR orientation, TMT CSR strategy choice, corporate social performance, enterprises performance on the same theoretical framework system for the first time, cleared their relations, verified the mediating effect of which corporate social performance had played, broke the previous social responsibility research, enriched the theory of knowledge.
(2) Compared with the existing model, this paper constructed a corporate social responsibility process conduction model which was more consistent with real system, we put TMT's personal traits, enterprise characteristics, external functions into the same model, and searched for the path factors which TMT CSR orientation influencing the enterprises performance by empirical method, revealed the internal contact among TMT CSR orientation TMT CSR strategy choice and enterprise performance, this may contribute to the enterprises on their social responsibility understanding to a new height, help enterprises to include social responsibility in their business strategy formulation and selection.
(3) Break through the general division of corporate social responsibility strategy, this paper revealed high performance corporate social responsibility strategy pattern evolution law and phase characteristics by evolution of ideas.
首先通过多重案例比较研究,对四家有代表性的企业进行对比分析,从反映其高管团队社会责任取向及企业社会责任战略特点的关键事件中,总结企业高管团队社会责任企业战略选择过程中多要素系统中的初步规律。研究发现,企业高管团队社会责任取向可以分为经济绩效导向(偏重经济责任和基本法律责任)和社会绩效导向(偏重伦理责任、慈善责任)两种,并通过内部人责任、外部人责任、公共责任等三个方面的具体关键事例,结合企业高管团队社会责任取向,将企业社会责任战略分为消极型、反应型、积极型和主动型四大类。通过多重案例比较研究进一步发现,在高管团队人员特征、社会责任取向、企业社会责任选择、社会责任演变、社会责任表现及企业绩效之间确实存在某种具体的内在联系,从而为后续研究奠定了初步的构思框架。
其次提出和验证了高管团队社会责任取向及其社会责任战略选择之间的关系。研究结合相关文献及访谈内容设计了高管团队社会责任取向及企业社会责任战略问卷,对湖南省、北京市、深圳市等地区企业进行取样,在156家企业高管团队的478份有效问卷基础上进行分析。探索性和验证性因素分析结果表明,高管团队社会责任取向包括经济责任取向、法律责任取向及伦理责任取向三个维度；企业社会责任战略导向包含经济绩效导向及社会绩效导向两个维度。结构方程建模结果显示,高管团队社会责任取向对于企业社会责任战略导向的选择作用明显,同时方差分析结果显示,企业高管团队社会责任取向受到个人异质性及企业异质性的影响。
通过深度访谈,探讨不同个体特征企业,特别是高绩效企业高管团队在不同生命周期社会责任战略模式演变的规律。访谈结果显示,高绩效企业在不同的生命发展周期中,可能采取不同的社会责任战略模式,即消极应对、积极反应、超前行为及相互影响社会责任战略。访谈结论通过问卷佐证研究得到了进一步的验证,即通过对76家高绩效企业的社会责任战略模式在不同阶段的频次分析,结果显示,企业社会责任战略在企业不同发展阶段存在显著差异。
最后提出和验证高管团队社会责任战略选择与企业绩效的过程模型。运用156家企业高管团队的478份有效问卷进行结构方程建模,结果显示高管团队企业社会责任战略选择显著影响企业社会责任表现,但对企业绩效没有直接作用,而是通过企业社会责任表现来对企业绩效产生影响。
本文还从政府、社会及企业等三个层面提出了加强中国企业社会责任建设的对策及实施路径。
本文主要创新工作如下：
(1)首次将高管团队社会责任取向、社会责任战略选择、企业社会表现及企业绩效建立在同一个理论框架体系中,明确了这四者之间的作用关系,验证了企业社会表现的中介作用,在一定程度上突破以往社会责任的研究范畴,丰富了相关理论知识。
(2)相对于已有的模型,本文构建了一个与真实系统更加相符的企业社会责任过程传导模型。将企业高管个人特质、企业特质及其外部作用纳入同一模型,并通过实证方法探索企业社会责任取向与战略选择、责任表现及企业绩效之间的内在联系,这可能有助于企业对其承担社会责任的理解提高到一个新的高度,为企业将社会责任纳入企业战略的制定与选择提供了一定的理论参考。
(3)突破了现有研究对企业社会责任战略的一般的阶段划分,运用演化思路揭示出高绩效企业社会责任战略模式演变的规律及阶段性特征。
The issue of corporate social responsibility has attracted more and more attention of the society and the theoretical circles. In fierce competition of the market, business ethics and social responsibility have become the key link of gaining the enterprise competition advantages and sustainable development. Mature business linked the corporate social responsibility up to the corporate strategic, CSR has already changed from the past" businessman social responsibility " into a fully competitive resources strategy, and with the enterprise decision-making closely. Review the previous literature, the study of top management team paid more attention to team characteristics research, while corporate social responsibility research especially the empirical researches focused on the relation of corporate social responsibility and corporate performance. In view of this, this paper attempted to integrate the theory of top management team into CSR, on a variety of issues such as social responsibility orientation of top management team, corporate social responsibility strategy choice, the stage characteristics of strategy mode evolution, and the process mechanism of corporate performance, and etc, launched a series of empirical researches.
First, we used multi-cases of four typical enterprises to comparatively analyze the key incidents reflecting TMT CSR orientation and CSR strategy characteristics, concluded the basic rules in the multi-factors system of TMT CSR strategy choice. Based on the literatures and interviews, TMT orientation of CSR could be divided into economic performance guide (regard the economic responsibility and legal liability) and Social performance guide(regard the ethics responsibility and philanthropy responsibility), And through key examples of three specific aspects internal liability, external liability, public liability, combined TMT orientation of CSR, divided Corporate social responsibility strategy into four types:passive, reactive, positive and active. Through multiple case comparison research, we further discoveried that there was some specific relation existed in TMT characteristic, TMT CSR orientation, social responsibility of the enterprise choice, social responsibility strategy evolution, corporate social performance and enterprise performance. Above-mentioned results established a preparatory construct framework for following studies.
Secondly, we put forward and validated the relationship between TMT CSR orientation and enterprise CSR strategy choice. Based on literatures and interviews, TMT CSR orientation and enterprise CSR strategy questionnaires were developed, and delivered to enterprises in Hunan Province, Beijing City and Shenzhen City, exploratory factor analysis and confirmatory factor analysis of478valid questionnaires in156TMT orientation of CSR had three dimensions including economic responsibility dimension, legal liability dimension and ethics dimension, CSR strategy had two dimension including economic performance-oriented and social performance-oriented two dimension. The result of structural equation model revealed that TMT orientation of CSR had significant affection on the choice,of enterprise CSR strategy. Meanwhile, ANOVA showed that TMT CSR orientation had significant affected by the TMT individual heterogeneity and enterprise heterogeneity.
Through in depth interview, explored the enterprises especially for high performance enterprises CSR strategy pattern evolution rule which had different individual characteristics in different life cycle. Interviews revealed that high performance enterprises in different life cycle, maybe adopt different social responsibility strategy mode:negative response CSR strategy, positive reaction CSR strategy, leading behavior CSR strategy, interact CSR strategy. The interview result were further verified through questionnaire interviews corroborative studies through frequency analysis on76high performance enterprises' CSR strategy in different stages, the results displayed that the enterprises at different stages of development adopted significant differences CSR strategy.
Last, we put forward and validated the process model which reflected corporate TMT CSR strategy choice and enterprise performance by EQS model based on478valid questionnaires in156TMT. The results showed that TMT CSR choice had significant affect on corporate social performance, but had no direct effect on enterprises performance., its effect was through CSR to corporate performance completed.
This paper also put forward the countermeasure and implementation path which could strengthen the construction of Chinese enterprise social responsibility from the goverment, NGO and enterpise three dimension.
The creative points of this paper are as follows:
(1) We put enterprises TMT CSR orientation, TMT CSR strategy choice, corporate social performance, enterprises performance on the same theoretical framework system for the first time, cleared their relations, verified the mediating effect of which corporate social performance had played, broke the previous social responsibility research, enriched the theory of knowledge.
(2) Compared with the existing model, this paper constructed a corporate social responsibility process conduction model which was more consistent with real system, we put TMT's personal traits, enterprise characteristics, external functions into the same model, and searched for the path factors which TMT CSR orientation influencing the enterprises performance by empirical method, revealed the internal contact among TMT CSR orientation TMT CSR strategy choice and enterprise performance, this may contribute to the enterprises on their social responsibility understanding to a new height, help enterprises to include social responsibility in their business strategy formulation and selection.
(3) Break through the general division of corporate social responsibility strategy, this paper revealed high performance corporate social responsibility strategy pattern evolution law and phase characteristics by evolution of ideas.
引文
[1]Amason A C, Moony A C. The effects of past performance on top management team conflict in strategic decision making[J]. The International Journal of Conflict Management,1999,10:340-359.
[2]WOOD D J. Corporate Social Performance Revisited [J]. Academy of Management Review,1991,16(4):691-718.
[3]BRAIN K B, JING L F, HEGARTY W H. A Cross-Cultural Comparison of Corporate Social Responsibility Orientation:Hong Kong VS. United States Students[J]. Teaching Business Ethics,2000,4(2):151-167.
[4]Burke, L. and J. M.. London,1996, How Corporate Responsibility Pays Off'? [J]. Long Range Planning 29(4),495-502.
[5]Paine, L. S.,1994, Managing For Organizational Integrity, Harward Business Review, March/April,106-117.
[6]Takala, ata.,2000, Nykyajan Yrityskansalaisuus(Current corporate citizenship), in Yrithksen vastuut(Responsibilities of a Company), Taloudellinen Tiedotustoimisto(Ecomomic Information Bureau), Hslsinki.
[7]Bob De Wit & Ron Meyer.战略管理：解决战略矛盾,创造竞争优势.[M].中国人民大学出版社,2008.
[8]Carroll A B. A Three-Dimensional Conceptual Model of Corporate Social Performance[J]. Academy of Management Review,1979,4(4):497-506.
[9]Wartick S L, Cochran P L. Cochran, The Evolution of the Corporate Social Performance Model [J]. The Academy of Management Review, 1985,(10):758-769.
[10]Hambrick D C, Mason P A. Upper echelons:The organization as a reflection of its top managers[J]. Academy of Management Review 1984,9:193-206.
[11]Finkelstein S Power in top management teams:Dimensions, measurement, and validation[J]. Academy of Management Review 1992,35:505-538.
[12]Talaulicar T, Grundei J, Werder A. Strategic decision making in start-ups: The effect of top management of top organization and processes on speed and comprehensiveness [J]. Journal of Business Venturing,2005,20:519-541.
[13]Simsek Z, veiga J F, Lubatkin M H, Dino R N. Modeling the multilevel determinants of top management team behavioral integration[J]. Academic of Management Journal,2005,48:69-84.
[14]Carpenter M A, Fredrickson J W. Top management team, global strategic posture, and the moderating role of uncertainty [J]. Academy of Management Journal,2001,44:533.545.
[15]Wiersema M F, Balltel K A. Top management team demography and corporate strategic change[J]. Academy of Management Journal,1992,35:91-121.
[16]Haleblian J, Finkelstein S. Top management team size, CEO dominance, and firm performance:The moderating roles of environmental turbulence and discretion[J]. Academy of Management Journal,1993,36:844-863.
[17]Michel J G, Hambrick D C. Diversification posture and top management team characteristics[J]. Academy of Management Journal,1992,35:9-37.
[18]Simons T, Pelled L H, Smith S A. Making use of differences:Diversity,debate, and decision comprehensiveness in top management teams[J]. Academy of Management Journal,1999,42:662-673.
[19]Boone c, Olffen W V, Witteloostuijn A V. The genesis of top management team diversity:Selective turnover among top management teams in Dutch Newspaper Publishing[J]. Academy of Management Journal,2004,47:633-656.
[20]Collins C J, Clark K D. Strategic human resource practices, top management team social networks, and firm performance:the role of human resource practices in creating organizational competitive advantage[J]. Academy of Management Journal,2003,46:740-751.
[21]Ensley M D, Pearce C L Shared cognition in top management teams: Implications for new Venture performance[J]. Journal of Organizational Behavior,2001.22:145-155.
[22]Ensley M D, Pearson A W. An exploratory comparison of the behavioral dynamics of top management teams in family and non-family new Ventures: Cohesion, conflict, potency, and consensus[J]. Entrepreneurship theory and practice,2005, May:267-287.
[23]Amason A C, Moony A C. The effects of past performance on top management team conflict in strategic decision making[J]. The International Journal of Conflict Management,1999,10:340-359.
[24]Amason A C. Distinguishing the effects of functional and dysfunctional conflict on strategic decision making:Resolving a paradox for top management teams[J]. Journal of Academic Management,1996,39:123-148.
[25]Amason A C, Sapienza H J. The effects of top management team size and interaction norms on cognitive conflict[J]. Journal of Management,1997,23:495-516.
[26]Jehn K shah P Interpersonal relationships and task performances:An examination of mediating processes in friendship and acquaintance groups[J]. Journal of Personality and Social Psychology,1997,72:775-790.
[27]Hambrick, D. C.. Top Management Groups:A Conceptual Integration and Reconsideration of the"Team"Label. In B. M. S. L. L. Cummings(Ed.) [J]. Research in Organizational Behavior,1994, V01.16:171-213. Greenwich, CT. JAI Press.
[28]Simsek, Z., Veiga, J. F., Lubatkin, M. H., Dino, R. N.. Modeling the Multilevel Determinants of Top Management Team Behavioral Integration[J]. Academy of Management Journal,2005,48(1):69-84.
[29]Michael, H. L., Zeki, S., Yah, L., John, F. v.. Ambidexterity and Performance in Small.. to Medium.. sized Firms:The Pivotal Role of Top Management Team Behavioral Integration[J]. Journal of Management,2006,32(5):646.
[30]Abraham, C., John, S.. Top Management Team Behavioral Integration, Decision Quality, and Organizational Decline [J]. Leadership Quarterly,2006,17(5):441.
[31]Li, J., Hambrick, D. C Factional Groups:A New Vantage On Demographic Faultines, Conflict, and Disintegration in Work Teams [J]. Academy of Management Journal,2005,48(5):794-813.
[32]孙海法,伍晓奕.企业高管团队研究进展[J].管理科学学报,2003,6(6)：82-89.
[33]姚振华,孙法海.高管团队组成特征与行为整合关系研究[J].南开管理评论,2010(1)：15-22.
[34]姚振华,郭忠金.高管团队行为整合与组织绩效：基于国企、民企和欧美外企的对比[J],学术研究,2012,(05)：83-90.
[35]Michalisin, M. D., Karau S, J., Tangpong C..Top Management Team Cohesion and Superior Industry Returns:An Empirical Study of the Resource-based View[J]. Group & Organization Management,2004,29(1):125-140.
[36]Bollen K. A., Hoyle R. H.. Perceived Cohesion:A Conceptual and Empirical Examination[J]. Social Forces,1990,69(2):479-504.
[37]Ensley M. D., Pearson A. W., Amason A. C.. Understanding the Dynamics of New Venture Top Management Teams:Cohesion, Conflict, and New Venture Performance[J]. Journal of Business Venturing,2002,17(4):365-386.
[38]Janis I L. Victims of groupthink. Boston, Houghton Mifflin,1972.
[39]Jallis IL groupthink. Boston, Houghton Mifflin,1982.
[40]Jehn K. Enhancing effectiveness:An investigation of advantages and disadvantages of value-based intragroup conflict[J]. International Journal of Management 1994,5:223-238.
[41]Brehmer B. social judgment theory and the analysis of interpersonal conflict[M]. Psychological Bulletin,1976,83:985-1003.
[42]Amason A C. distinguishing the effects of functional and dysfunctional conflict on strategic decision-making:Resolve a paradox for top management team[J]. Academy of Management Journal,1986,39:123-148.
[43]Jehn K A. Enhancing effectiveness:An investigation of advantage and disadvantage of value-based intragroup conflict[J]. International Journal of Conflict Management,1994,5:223-238.
[44]Pelled L H. Demographic diversity, conflict, and work group outcomes:An intervening process theory[J]. Organization Science,1996,7:613-631
[45]Amason A C, Sapienza H J. The effects of top management team size and interaction norms on cognitive and affective conflict[J]. Journal of Management, 1997,23:495-516.
[46]Tompson G H. The role of top management team conflict redistribution of power[D]. Minnesota:University of Minnesota,1997
[47]AMASON A C, SAPIENZA H J. The Effects of Top Management Team Size and Interaction Norms on Cognitive and Affective Conflict[J]. Journal of Management,1997-23(4):495-516.
[48]马彩凤,姜月运.企业高层管理团队绩效的影响因素分析[J]工业技术经济,2005,24(8)：27-30.
[49]SMITH A, HOUGHTON S M. HOOD J N, et al. Power Relationships Among Top Managers:Does Top Management Team Power Distribution Matter for Organizational Performance? [J]. Journal of Business Research,2006,59(5): 622-629.
[50]SMITH K G, SMITH K A, OLIAN J D, et al. Top Management Team Demography and Process:The Role of Social Integration and Communication[J]. Irish Business and Administrative Research,1996,17(1): 36-69.
[51]Jehn K A, Mannlix E A. The dynamic nature of conflict:A longitudinal study of intra-group conflict and group performance[J]. Academy of Management Journal 2001.44:238-251.
[52]Gersick C. Making time:Predictable transitions in task groups. [J]. Academy of Management Review,1989,32:274-309.
[53]Pitcher P, Smith A D. Top Management Team Heterogeneity:Personality, Power, and Proxies [J]. Organization Science,2001,12:1-18.
[54]Hambrick D C, Mason P A. Upper Echelons:The Organization as a Reflection of Its Top Managers[J]. Academy of Management Review,1984,9:193-206.
[55]Wiersema M F, Bantel K A. Top Management Team Demography and Corporate Strategic Change[J]. The Academy of Management Journal,1992,35(1): 91-121.
[56]TIHANYI L, ELLSTRAND A E, DAILY C M, et al. Composition of the Top Management Team and Firm International Diversification[J]. Journal ofManagement,2000,26(6):1157-1177.
[57]WIERSEMA M F, BANTEL K A. Top Management Team Turnover as an Aadaptation Mechanism:The Role of the Environment[J]. Strategic Management Journal(1986-1998),1993,14(7):485-511.
[58]BANTEL, K.A, JAKSON,S.E. Top Management and innovation in anking:Does the Compositiom of the Top Team Making a difference?[J]. Strategic Management Journal,1989,10:107-124.
[59]何霞,苏晓华.高管团队背景特征、高管激励与企业R&D投入-来自A股上市高新技术企业的数据分析[J],科学管理研究,2012,(06)：100-108.
[60]CARPENTER, GELETKANYCZ, SANDERS. Upper Echelons Research Revisited:Antecedents, Elements, and Consequences of Top Management Team Composition[J]. Journal of Management,2004(30):749-778.
[61]ARENDT L, PRIEM R, NDOFOR H. A CEO-advisor model of strategic decision making[J]journal of Management,2005, (31)5:680-699.
[62]WEST M A. ANDERSON N R. Innovation in top management teams [J] Journal of Applied Psychology,1996,81(6):680-693.
[63]COLLINS C J, KEVIN D C. Strategic human resource practices, top management team social networks, and firm performance:the role of human resource of human resource practices in creating organizational competitive advantage [J]. Academy of Management Journal,2003(46):740-751.
[64]孙海法,姚振华,严茂胜.高管团队人口统计特征对纺织和信息技术公司经营绩效的影响[J].南开管理评论,2006(9)：61-67.
[65]Lawrence,B.S. The black box of organizational demography[J]. Organization Science,2001,(8):1-22.
[66]CARPENTER, GELETKANYCZ, SANDERS. Upper Echelons Research Revisited:Antecedents, Elements, and Consequences of Top Management Team Composition[J]. Journal of Management,2004(30):749-778.
[67]FERRIER W. Navigating the competitive landscape:The drivers and consequences of competitive aggressiveness [J]. Academy of Management Journal,2001(44):858-877.
[68]Hambrick D C, Mason P A. Upper Echelons:The Organization as aReflection of Its Top ManagersUpper Echelons:The Organization as a Reflection of Its Top Managers[J]. The Academy of Management Review,1984,9(2):193-206.
[69]Cho T S, Hambrick D C. Attention as the Mediator Between Top Management Team Characteristics and Strategic Change:The Case of Airline Deregulation[J]. Organization Science,2006,17(4):453-469.
[70]Naranjo-Gil D, Hartmannw F. Management accounting systems, top management team heterogeneity and strategic change[J]. Accounting, Organizations and Society,2007,32:735-756.
[71]Katz, R. The effects of group longevity on project communication and performance [J]. Administrative Science Quarterly,1982,27:81-104.
[72]Bantel, K. A., and s. E. Jackson. Top management and innovation in banking: Does the composition of the top team make a difference[J]. Strategic Management Journal,1989.10:107-124.
[73]Carmen Camelo-Ordaz, Ana Beatriz Hem a ndez-Lara. Ram a n Valie-Cabrera. The relationship between top management teams and innovative capacity in companies [J]. Journal of Management Development,2005,24(8): 179-201.
[74]Bresser R K, Bishop R C. Dysfunctional Effects of Formal Planning:Two Theoretical Explanations[J]. Academy of Management Review,1983,8: 588-599.
[75]Tihanyi, L, Ellstrand A e, Daily C M, Dalton D R composition of the Top Management Team and Firm International Diversification [J]. Journal of Management,2000,26(6):1157-1177.
[76]Carpenter M A, Geletkanycz M A, senders W G. Upper Echelons Research Revisited:Antecedents, Elements, and Consequences of Top Management Team Composition[J]. Journal of Management,2004,30(6):749-778.
[77]Greening D W, Johnson R A. Do Managers and Strategies Matter? A Study in Crisis[J]. Journal of Management Studies,1996,33:25-31.
[78]Amason A C, Sapeinza H J. The Effects of Top Management Team Size and Interaction Norms on Cognitive and Affective Conflict [J]. Journal of Management,1997,23(4):495-516.
[79]Pitcher P, Smith A D. Top Management Team Heterogeneity:Personality, Power, and Proxies[J]. Organization Science,2001,12:1-18.
[80]Boone C, Van O W, Van A. The Genesis of Top Management Team Diversity: Selective Turnover among Top Management Teams in Dutch Newspaper, Publishing,1970-1994[J]. Academy of Management Journal,2004,47(5): 633-656.
[81]Kor Y T. Experience-based Top Management Team Competence, and sustained Growth [J] Organization Science,2003,14(6):707-719.
[82]Weinzimmer L G, Bond Ⅲ E u, Huston M B. Nystrom P C. Relating Expertise on the Top Management Team and Strategic Market Aggressiveness to Financial Performance and Share. holder Value[J]. Journal of Strategic Marketing,2003:133-159.
[83]魏立群,王智慧.我国上市公司高管特征与企业绩效的实证研究[J].南开管理评论,2002,(4)：16-22.
[84]张平.高层管理团队异质性与企业绩效关系研究[J].管理评论.2006(5)：5460.
[85]马富萍,郭晓川.高管团队异质性对技术创新绩效的影响研究---高管团队冲突处理方式的调节作用[J].内蒙古大学学报(哲学社会科学版),2010,(06)：38-42.
[86]孙海法,姚振华,严茂盛.高管团队人口统计特征对纺织和信息技术公司经营绩效的影响[J].南开管理评论,2006,9(6)：61-67.
[87]WATSON W E, PONTHIEU L D, CRITELLI J W.1995. Team interpersonal process effectiveness in venture partnership and its connection to perceived success[J]. Journal of Business Venturing,10(3):393-411.
[88]WEST III GP, MEYER G D.1998. To agree or not to agree? consensus and performance in new ventures [J] Journal of Business Venturing.13(5): 395-423.
[89]Simons T, Pelled L H, Smith S A. Making use of difference:Diversity debate, and decision comprehensiveness in top management teams [J]. Academy of Management Journal,1999,42:662-673.
[90]李懋,王国峰,井润田.高管团队内部动态特征实证研究[J].管理学报2007.(7).
[91]张玉利,李乾文,陈寒松.创业管理理论的最新评述及研究趋势[J].预测2004(4).
[92]ZAHRA S, COVIN J G.1995. Contextual influence On the corporate entrepreneurship performance relationship:a longitudinal analysis[J]. Journal of Business Venturing, (10):43-58.
[93]ZAHRA S A, GARVISDM.2000. International corporate entrepreneurship and firm performance:the moderating effect of the international environmental hostility[J]. Journal of Business Venturing.15(5/6):469-492.
[94]张映红.2005.公司创业战略：基于中国转型经济环境的研究[M].北京：清华大学出版社：125-212.
[95]KECK S L 1997. Top management team structure:differential effects by environmental context[J]. Organization Science:A Journal of the Institute of Management Sciences. March-April:143-146.
[96]Simsek Z, Veiga J F, Lubatkin M H, Dino R N. Modeling the multilevel determinants of top management team behavioral integration[J]. Academy of Management Journal,2005,48:69-84.
[97]Janis I L.Groupthink[M].. Boston,Houghton Mifflin,1982.
[98]Hambrick D C, Finkelstein S. Managerial discretion:A bridge between polar views of organizational outcomes[J]. Research in Organizational Behavior, 1987(9):369-406.
[99]Milton Friedman. The Social Responsibility of Business is to Increase Its Profits. In Tom L Beauchamp and Norman E. Bowie(ed.),Ethical Theory andBusiaess,3rd ed. Englewood Cliffs, NJ:Prentice-Hall,1988. pp87-91.
[100]Milton Friedman. Capitalism and Freedom. The University of Chicago.1996. p33.
[101]Rutherford Smith. Social Responsibility:A Term We Can Do Without Business [J]. Social Review,1998. p31.
[102]Levitt, Theodore. The Dangers of Social Responsibility [J]. Harvard Business Review. September-October,1958.
[103][英]F.A.哈耶克.致命的自负.冯克利、胡晋华译.北京：中国社会科学出版社,2000.p132-133.
[104]Bowen,H,R. Social Responsibilities of the Businessman. New YORK:Harper. 1953. p31.
[105][日]金泽良雄.当代经济法[M].刘瑞复译.沈阳：辽宁人民出版社,1988.p104.
[106](美)彼特.普拉特利.商业伦理[M].洪成文等译.北京：中信出版社,1999.pp98-99.
[107]张维迎.正确解读利润与企业社会责任[EB/OL]. http://news.163.tom/07/ 0821/08/3MDJ81DJO00121EP. html,.2007.08.21/2007-08-25.
[108]卢代富.企业社会责任的经济学与法学思考.[M].北京：法律出版社,2000年版.
[109]常凯.经济全球化与企业社会责任运动,[J], 工会理论与实践2003,(17)：23-25.
[110]刘俊海.公司的社会责任[M].法律出版社,1999.3,第一版.
[111]Bradgon, J. H., Marlin, J. Is Pollution Profitable? [J]. Risk Management, 1972,19(4):9-18.
[112]Moskowitz, M. Choosing Socially Responsible Stocks[J]. Business and Society,1972, (1):71-75.
[113]Simpson, G. W., Kohers, T. The Link between Corporate Social and Financial Performance:Evidence from theBank Industry [J]. Journal of Business Ethics, 2002,35(2):97-110.
[114]Chin-Hung Lin, Ho Li-Yang, Dian-Yan Liu. The Impact of Corporate Social Responsibility on Financial Performance:Evidence from Business in Taiwan[J]. Technology in Society,2009,31(1)156-63.
[115]Hannu Schadewitz, Mikael Niskala. Communication via Responsibility Reporting and Its Effect on Firm Valuein Finland[J]. Corporate Social Responsibility and Environmental Management,2010,17(2):96-106.
[116]李红玉,陆智强,姚海鑫.社会责任对公司绩效的作用机理[J].软科学,2009,(10)：133-37.
[117]晁罡,袁品,等.企业领导者的社会责任取向、企业社会表现和组织绩效的关系研究[J].管理学报,2008,(5)：445-453.
[118]李勤.社会责任对企业价值创造影响的实证研究---来自上市公司2009年社 会责任报告的经验数据[J].会计之友,2012,(06),67-71.
[119]Ullman, A. Data in Search of a Theory:A Critical Examination of the Relationship among Social Performance, Social Disclose, and Economic Performance[J]. Academic of Management Renew,1985,10(3)1540-577.
[120]Vance, S. Are Socially Responsible Firms Good Investment Risks? [J]. Management Review,1975, (64):18-24.
[121]李正.企业社会责任与企业价值的相关性研究：来自沪市上市公司的经验证据[J].中国工业经济,2006,(2)：77-83.
[122]Margolis, J. D., Walsh, J. P. Misery Loves Companies:Rethinking Social Initiatives by Business[J]. Administrative Science Quarterly,2003,48(2): 268-305.
[123]Me Williams, A, Siegel, D. Corporate Social Responsibility:A Theory of the Firm Perspective[J]. Academy of Management Review,2001,26(3):117-127.
[124]陈玉清,马丽丽.我国上市公司社会责任会计信息的市场反应实证分析[J].会计研究,2005,(11)：76-81.
[125]贺小刚.公司社会责任与价值创造：基于社会调查的数据分析[J].科学.经济.社会,2008,(3)：62-69.
[126]Schahegger, s., Synnestvedt, T. The Link between Green and Economic Success:Environmental Management as the Crucial Trigger between Environmental and Economic Performance [J]. Journal of Environmental Management,2002,65(4):339-346.
[127]M. Wagner, S. Schaltegger. The Effect of Corporate Environmental Strategy Choice and Environmental Performance on Competitiveness and Economic Performance:An Empirical Study of EU Manufacturing[J]. European Management Journal,2004,22(5):557-572.
[128]Salzmann, O., Lonescu-Somers, A, Steger, U. The Business Case for Corporate Sustainability.. Literature Review and Research Opinions[J]. European Management Journal,2005,23(1):27-36.
[129]刘建秋.社会责任活动、社会责任沟通与企业价值[J].财经论丛,2011,(02)：84-91.
[130]Davis K. The case for and Against Business Assumption of social Responsibilities[J]. Academy of Management Journal, June 1973,312-322.
[131]Post,J E, Federick W C, Lawrence A T, and Weber J:Business and Society: Corporate Strategy, Public Policy, Ethics(Eighth Edition). [M]. McGraw-Hill Companies,Inc.,1996.
[132]Hay, R,D.,E.R. Gray and J.E. Grates,1976,Business and Society[M]. South-western Publishing, Cincinnati, O.H.
[133]Steiner G A. Changing Managerial Philosophies. Business Horizons[J]. January 1971,5-10.
[134]张志强、王春香.西方企业社会责任的演化及其体系[J].宏观经济研究,2007(49)：19-24.
[135]卢代富.企业社会责任的经济学与法学分析[M].法律出版社,2002,10,第一版.
[136]沈艺峰.公司控制权市场理论的现代演变[J].中国经济问题,2000(2)：16-25.
[137]Smith C. Corporate Social Responsibility:Whether or How? [J]. California Management Review, Summer,2003:52-76.
[138]王春香,张志强.企业目标与社会责任[J].大连大学学报,2006(1)：80-84.
[139]Zhou, Weidong "Will CSR Work in China?" Leading Perspectives[J]. June 2006, pp.5.
[140]郭军.工会与企业社会责任,背景报告.2005.
[141]Danaldson,T.& Dunfee,T.w.,1994, "Toward a Unified Conception of Businesss Ethics:Integrative Social Contracts Theory" [J]. Academy of Management Review 19(2):252-248.
[142]Preston, L. E. and J.E.Post,1981, "Private Management and Public Policy", Califonia Management Review 23(3),56-63.
[143]Freeman, R E:" The Politics of Stakeholder Theory:Some Future Direcction" [J]. Business Ethics Quarter, Vol.4,1994.
[144]Clarkson, M:"A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance" [J]. Academy of Management Review,Vol.20, No.1,1995.
[145]Wheeler D and Sillanpaa, M. Including the Stakeholders:The Business Case[J]. Long Range Planning, April 1998,297-318.
[146]Wheeler, D., B. Colbert and R.E. Freeman,2003,"Focusing on Value: Reconciling Corporate Social Responsibility, Sustainability and a Stakeholder Approach in a Network World" [J]. Journal of General Management 28(3),1-29.
[147]Edmondson. V C. & Carroll. A. B. Giving Back:An Examination of the Philanthropic Motivations, Orientations and Activities of Large Black. Owned Businesses[J]. Journal of Business Ethics,1999,19(2):171-179.
[148]Norcia,V. D. & Tigner, J. Mixed Motives and Ethical Decisions hi Business[J]. Journal of Business Ethics,2000,25(1):1-13.
[149]Hemingway, C. A. & Maclagan, P. W.:Managers' Personal Values as Drivers of Corporate Social Responsibility[J]. Journal of Business Ethics,2004,50(1): 33.
[150]Rashid, M. Z. A. & Ibrahim, S. Executive and Management Attitudes towards Corporate Social Responsibility in Malaysia[J]. Corporate Governance:The International Journal of Effective Board Performance,2002,2(4):10-16.
[151]Ramasamy, B.&Hung, w. T. A Comparative Analysis of Corporate Social Responsibility Awareness[J]. Journal of Corporate Citizenship,2004, (13): 109-123.
[152]Brammer, S., Williams, G. & Zinkin, J. Religion and Attitudes to Corporate Social Responsibility in a Large Cross-Country Sample[J]. Journal of Business Ethics,2007,71(3):229-243.
[153]姚海鑫,陆智强,李红玉.企业社会责任对股东财富影响的实证研究[J].东北大学学报(社会科学版),2007(4)：315-319.
[154]晁罡,袁品,段文,程宇宏.企业领导者的社会责任取向、企业社会表现和组织绩效的关系研究[J].管理学报,2008,(5)：445-453.
[155]ALPASLAN M, MITROFF I 1. Bounded Morality:A Study of Crisis Management in the Fortune [D]. NY:Unpublished Paper,2004.
[156]汤海溶,黄登仕.改变上市公司资本结构的因素分析—来自中国上市公司的证据[J].管理评论,2005,17(4)：3-8.
[157]Waldman, D. A., Ramirez, G. G., House, R. J. and Puranam, P.2001. Does leadership matter? CEO leadership attributes under conditions of perceived environmental uncertainty[J]. Academy of Management Journal,44:134-143.
[158]Agle, B. R., Nagarajan, N. J., Sonnenfeld, J. A. and Srinivasan, D.2006. Does CEO charisma matter? An empirical analysis of relationships among organizational performance, environmental uncertainty, and top management team perceptions of CEO charisma[J]. Academy of Management Journal,49: 161-174.
[159]WOOD R A, COCHRAN P L. Corporate Social Responsibility and Financial Performance[J]. The Academy of Management Review,1984,27(1):42-56.
[160]金乐琴.CSR与可持续发展：理论及对策[J].绿色中国,2004(2)：50-52.
[161]邓冬梅.我国医药CSR与组织绩效关系探析[D].广州：暨南大学管理学院,2005.
[162]曹风月.CSR的范围[J].山东省工会管理干部学院学报,2004,10(2)：83-84.
[163]Wood, D. J. Social issues in management:Theory and research in corporate social performance[J]. Journal of Management,1991,17(2):383-406.
[164]Thomas, A.S Simedy,R. L Internal determinants of corporate social performance:The role of top managers [J]. Academy of Management Proceedings,1995,2:411-415.
[165]Browne, S. E. Determinants of corporate social performance:An exploratory investigation of top management teams, CEO compensation, and CEO power[M]. Davie, FL:Nova Southeastern University Press,2003.
[166]Hambfick, D□C Mason, P. A. Upper echelons:The organization as a reflection of its top managers[J]. Academy of Management Review,1984,9(2):193-206.
[167]Pfeffer,J. Organizational demography[M]//Cummings,LL, Staw, B, M et al. Research in Organizational Behavior. Greenwich, CT:JAI Press,1983: 299-357.
[168]Wiersema, M., Bantel, K. A. Top management demography and corporate strategic change[J]. Academy of Management Journal,1992,35:91-121.
[169]Hambfick, D. C. Environment, strategy, and power within top management teams[J]. Administrative Science Quarterly,1981,26:253-275.
[170]Cyert, R., M March, J. G. A behavioral theory of the firm[M]. Englewood Cliffs, N. J:Prentice-hall,1963.
[171]Gupta, A. Contingency perspectives on strategic leadership:Current knowledge and future research directions[M]//Hambfick,D. C., et al. The executive effect: Concepts and methods for studying top managers. Greenwich, CT:JAI Press, 1988:47-178.
[172]McPherson J M, Smith-Lovin L. Homophily in voluntary organizations:status distance and the composition of face-to-face groups[J]. American Sociological Review,1987,52(3):370-379.
[173]Wood, D. J.1991. Corporate social performance revisited[J]. Academy of Management Review,16(4):691-718.
[174]Carlsson, G., Karlsson, K. Age。cohorts and the generation of generations [J]. American Sociological Review,1970,35:710-718.
[175]Deckop, J., Merriman, K., Gupta,S. The effects of CEO pay structure on corporate social performance[J]. Journal of Management,2006,32(3):329-342.
[176]Greening, D., Johnson, R. Managing industrial and environmental crises: The role of heterogeneous top management teams[J]. Business & Society,1997, 36(4):334-362.
[177]Dutton J., Duncan, R. The creation of momentum for change through the process of strategic issue diagnosis [J]. Strategy Management Journal,1987, 8(3):279-296.
[178]Dearborn, D. C., Simon, H. A. Selective perceptions:A note on the departmental identification of executive[J]. Sociometry,1958,21:140-144.
[179]Atkinson, A. A., J. H. Waterhouse and R.B. Wells,1997, "A Stakeholder Approach to Strategic Performance to Measurement" [J]. Sloan Management Review, Spring, pp.25-37.
[180]Preece, S., C. Fleisher and J. Toccacelli,1995,"Building a Reputation along the Value Chain at Levi Strauss" [J]. Long Range Planning,28(6), pp.88-98.
[181]Lita, R. A.,1996,"A Resourced-Nased-View of the Socially Responsible Firm: Stakeholder Interdependence, Ethical Awareness, and Issue Responsiveness as Strategic Aseets" [J]. Journal of Business Ethics 15,1355-1363".
[182]Owen, C. L. and R.F. Scherer,1993, "Social Responsibility and Market Share" [J]. Review of Business,15(1), pp.11-16.
[183]Murray, K. B. and J.R. Montanari,1986, "Strategic Management of the Socially Responsibility Firm:Integrating Management and Marketing Tjeory" [J]. Academy of Management Review 11 (4),815-828.
[184]Polonsky, M. J.,1995, "A Stakeholder Theory Approach to Design Environmental Marketing Strategy" [J]. Journal of Business and Industrial Marketing,10(3), pp.29-46.
[185]Burke, L. and J. M. Logsdon,1996, "How Corporate Responsibility Pays Off?" [J]. Long Range Planning 29(4),495-502.
[186]企业家看社会责任—2007中国企业家成长与发展报告[M].中国企业家调查系统编著.北京.机械工业出版社,2008.
[187]Wartick, Steven L. and Philip L.Cochran, The evolution of the corporation social performance model [J]. Academy of management Review, 1985,10(4):758-769.
[188]姜启军,顾卫.企业社会责任的战略选择与民营企业的可持续发展[J].商 业经济与管理,2005,(11)：51-56.
[189]Berman, S. L. & Wicks, A. C. Does Stakeholder Orientation Matter? The Relationship between Stakeholder Management Models and Firm Financial Performance[J]. Academy of Management Journal,1999,42(5):488-508.
[190]SCHEIN E H. The Role of the Founder in Creating Organizational Culture[J]. Organizational Dynamics,1983,12(1):13-28.
[191]IBRAHIM N A, HOWARD D P, JOHN P A. Board Members in the Service Industry:An Empirical Examination of the Relationship Between Corporate Social Responsibility Orientation and Directorial Type[J]. Journal of Business Ethics,2003,48(4)1393-401.
[192]HUSTED B W, ALLEN D B. Corporate Social Responsibility in the Multinational Enterprise:Strategic and Institutional Approaches[J]. Journal of International Business Studies,2007,37(6):838-849.
[193]霍尔斯特S,阿尔伯特L.企业伦理学基础[M].李兆雄,译.上海；上海社会科学出版社,2001.
[194]波斯特J E,安妮T L,詹姆斯W.企业与社会：公司战略公共政策与伦理[M].10版.张志强,译.北京：中国人民大学出版社,2005.
[195]CARROLL A B. A Three-Dimensional Conceptual Model of Corporate Social Performance[J]. Academy of Management Review,1979,4(4):497-506.
[196]BRAIN K B, JING L F, HEGARTY W H. A Cross-Cultural Comparison of Corporate Social Responsibility Orientation:Hong Kong VS. United States Students[J]. Teaching Business Ethics,2000,4(2):151-167.
[197]霍尔斯特S,阿尔伯特L.企业伦理学基础[M].李兆雄,译.上海；上海社会科学出版社,2001.
[198]WOOD D J. Corporate Social Performance Revisited [J]. Academy of Management Review,1991,16(4):691-718.
[199]Wood, D. J. Social issues in management:Theory and research in corporate social performance [J]. Journal of Management,1991,17(2):383-406.
[200]Thomas, A.S., Simerly, R. L Internal determinants of corporate social performance:The role of top managers [J]. Academy of Management Proceedings,1995,2:411-415.
[201]Browne, S. E. Determinants of corporate social performance:An exploratory investigation of top management teams, CEO compensation, and CEO power[M]. Davie, FL:Nova Southeastern University Press,2003.
[202]BRAIN K B, HEGARTY H. Some Determinants of Student Corporate Social Responsibility Orientation [J]. Business and Society,1999,38(2):188-205.
[203]SMITH W J, RICHARD E W, HARRINGTON KV, et al. An Examination of the Influence of Diversity and Stakeholder Role on Corporate Social Orientation[J]. Business and Society,2001,40(3):266-294.
[204]简瑞锦.台湾企业领导人的宗教信仰对企业社会责任履行之探讨：以基督教为例[D].桃园：中原大学国际贸易研究所,2006.
[205]Trevino, L. Ethical decision making in organizations:A person-situation interactionist model[J]. The Academy of Management Review,1986,11(3): 601-617.
[206]Daboub,A J., Rasheed,A. M. A Priem, R. L, et al. Top management team characteristics and corporate illegal activity[J]. Academy of Management Review,1995,20(1):138-170.
[207]Wiersema, M., Bantel, K. Top management team demography and corporate strategic change[J]. Academy of Management Journal,1992,35(1):91-121.
[208]TIHANYI L, ELLSTRAND A E, DAILY C M, et al. Composition of the Top Management Team and Firm International Diversification[J]. Journal of Management,2000,26(6):1157-1177.
[209]Pfeffer,J., Salancik, G. R. Organizational context and the characteristics and tenure of hospital administrators [J]. Academy of Management Journal.1977.20: 74-88.
[210]Lepoutre J., Heene a.. Investigating the Ipact of Firm Size on Small Business Social Responsibility:A Critical Review[J]. Journal of Business Ethics, 2006(67):257-273.
[211]Johnson R. A., Greening D. W.. The Effects of Corporate Governance and Institution Ownership Types on Corporate Social Performance[J]. Academy of Management Journal,1999,42:564-577.
[212]Donalson L.. The Contingency Theo Organizations [M]. London:Sage,2001.
[213]Brammer S., Pavelin S.. Building a Good Reputation [J]. European Management Journal,2004,22(6):704-713.
[214]陈佳贵,黄群慧,彭华岗,钟宏武等.中国企业社会责任研究报告[M].北京：社会科学文献出版社,2010.
[215]斯蒂芬·P·罗宾斯,玛丽·库尔特.管理学(第7版)[M].北京：中国人民人学出版社,2004.
[216]AUPPERLE K E. An Empirical Inquiry into the Social Responsibility as Defined by Corporations:An Examination of Various Models and Relationships [D]. Georgia:University of Georgia Business School,1982.
[217]MARZ J. An Examination of the Relationship between Individual and Corporate Characteristics and Social rientation[D]. D. B. A:School of Business and Entrepreneurship, Nova Southeastern University,1999.
[218]辛杰.企业社会责任研究—一个新的理论框架与实证分析[D].山东：山东大学,2009.
[219]Peterson R S, Behfar K J. The dynamic relationship between performance feedback, trust, and conflict in groups:A longitudinal study[M]. Organization Behavior and Human Dccision Process,,2003,92:102-112.
[220]Bliese P. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In Klein K, Kozlowski S W J. Multilevel theory, research, and methods in organization, San Francisco, Jossey-Bass,2000.
[221]霍尔斯特S,阿尔伯特L.企业伦理基础[M].李兆雄译.上海：上海社会科学出版社,2001.
[222]波斯特J E,安妮T L,詹姆斯W.企业与社会：公司战略公共政策与伦理[M].10版.张志强译,北京：中国人民大学出版社,2005.
[223]姜启军,贺卫.企业社会责任的战略选择与民营企业的可持续发展[J].商业经济与管理,2005(11)：51-56.
[224]Kay,J.,1993, foundations of Corporate Success:How Business Strategies Add Value[M]. Oxford University Press, New York.
[225]Bos W, Tarnai C. Content analysis in empirical social research[J]. International Journal of Educational Research,1999,31:659-761.
[226]Kromrey H. empirische Sozialforschung. Methoden der Datenerhebung and Datenauswertung. Opladen, Leske & Bunrich,1998.
[227]Dilthey W. Der Aufbau der gescgichtlichen Welt in den Geisterswissen-schaften. Stuttgart, Teubner,1979.
[228]Fuhlau I. Sprachlosigkeit der Inhaltsanalyse. Tubingen, Narr,1982.
[229]Bos W, Straka G A. Was Maos Erben in der Schule Iernen. Ergebnisse einer vergleichenden Inhaltsanalyse von Grundschultextuchern der Volksrepublick China[M]. Munster, New York, Waxmann,1987.
[230]Marrino K E, Castaldi R M, Dollinger M J. Content analysis in entrepreneurial research:the casa of initial public offering[M]. Entrepreneurship Theory and Practice,1989,14:51-66.
[231]Chan K F, Lau T, Man T W Y. The ebtreprebeurial personality of small business owner-managers in Hong Kong:A ctitical incident analysis[J]. Journal of Enterprising Culture,1997,5:249-271.
[232]George A L. Quantitative and qualitative approaches to content analysis. In I de Sola Pool,Trends in content analysis [M]. Urbana, University of Illonois Press,1959.
[233]Pool I Sola. Trends in content analisis today:A summary.In Pool I de Sla, rends in content analisis. [M]. Urbana, University of Illinois Press,1959.
[234]Bos W, Tarnai C. Content analysis in empirical social research[J]. International Journal of Educational Research,1999,31:659-761.
[235]袁方.社会研究方法教程[M].北京大学出版社,1997.
[236]Caroll, Archie B., Hoy, Frand,1984, "Integrating Corporate Social Policy into Strategic Management"[J]. The Journal of Business Strategy, Boston:Winter Vol.4,Iss.3;p.48.
[237]Atkinson, A.A., J.H. Waterhouse and R.B. Wells,1997,"A Stakeholder Approach ti Strategic Performance Measurement" [J]. Sloan Management Review, Sping, pp.25-37.
[238]Preece, S., C. Fleisher and J. Toccacelli,1995,"Building a Reputation along the Chain at Levi Strauss" [J]. Long Range Planning,28(6),pp.88-98.
[239]Owen, C. L. and R.P. Scherer,1993, "Social Responsibility and Market Share" [J]. Review of Business,15(1), pp.11-16.
[240]辛杰.企业社会责任研究—一个新的理论框架与实证分析[D].山东：山东大学,2009.
[241]Gersick C. Making time:Predictable transitions in task groups[J]. Academiy of Management Journal,1989,32:274-309.
[242]Burke, L., J. M. Logsdon. How Corporate Corporate Social Responsibility Pays Off[J]. Long Range Planning,1996,29(4):495-502.
[243]HUSTED B W, ALLEN D B. Corporate Social Responsibility and Value Creation among Large Firms. Long Range Planning,2007a,40:594-610.
[244]晁罡,袁品,段文,程宏宇.企业领导者的社会责任取向、企业社会表现和组织绩效的关系研究[J].管理学报,2008(5)：445-453.
[245]Mcwilliams, A., D. Siegel, P. M. Wright. Corporate Social Responsibility:Strategic Implications. Journal of Management Studies,200643:1-18.
[246]HUSTED B W, ALLEN D B. Corporate Social Responsibility in the Multinational Enterprise:Strategic and Institution Approacher[J]. Journal of International Business Studies,2007,37(6):838-849.
[247]Burke, L. and J. M. London,1996, "How Corporate Responsibility Pays Off'. Long Range Planning 29(4),495-502.
[248]Williamsin, O. E. Manageral Disceretion and Business Behavior [J]. American Economic Review,1963,53(5):1032-1058.
[249]Frank, R. H. Passions within Reason:The Strategic Role of Emotion[M]. New York:Norton,1988.
[250]Berman, S. L. & Wicks, A. C. Does Stakeholder Orientation Matter? The Relationship between Stakeholder Management Models and Firm Financial Performance [J]. Academy of Management Journal,1999,42(5):488-508.
[251]Greenley et al., Multiple stakeholder orientation in UK companies and the implications for company performance. Journal of management studies[J].1997,34:2,1997.3.
[252]Chung-Leung, Oliver, et al. Stakeholder Orientation and Business Performance. [J]. Journal of International Marketing.2005. Vol 7. No 3.
[253]SALZMANN O, IONESCU-SOMERS A, STEGER U. The Business Case for Corporate Sustainability:Literature Review and Research Options [J]. Eur opean Management Journal,2005,23(1):27-36.
[254]Barney, J. Firm Resources and Sustained Competitive Advantage [J]. Journal of Management,1991(17):116-135.
[255]Barney, J. Looking inside for Competitive Advantage [J]. Academy of Management Executive,1995(9):65-78.
[256]辛杰.企业社会责任研究—一个新的理论框架与实证分析[D].山东：山东大学,2009.
[257]郑海东.企业社会责任行为表现—测量维度、影响因素及对企业绩效的影响[D].浙江：浙江大学,2007.
[258]李纪明.资源观视角下企业社会责任与企业绩效研究---一个理论框架及其在浙江的实证检验[D].浙江：浙江工商大学,2009.
[259]Venkatraman N. Strategic orientation of business enterprises:The construct, dimensionality and measurement. Management Science,1989,35:942-967.
[260]Boomsma, A. Nonconvergence, Improper Solutions, and Starting Values in LISREL Maximum Likelywood Estimation [J]. Psychomertrika,1982, 50:229-242.
[261]Nunnally, J. C. Psuchometric Theory [M]. New York:McGraw-Hill,1967.
[262]Tanaka, J. S. How Big is Big Enough? Sample Size and Goodness of Fit in Structural Equation with Latent Variales[J]. Child Development of Business, Septemble,1990.
[263]Marsh, H. W., Hau, K. T., Chung, C. M. et al. Is more ever too much:the Number of indicators per Factor in Confirmatory Factor Analysis [J]. Multivariate Behavioral Research,1998,33:181-220.
[264]黄芳铭.结构方程模式---理论与应用[M].北京：中国税务出版社,2005.
[265]吴明隆.SPSS统计应用实务[M].北京：科学出版社,2003.
[266]Venkatraman N. Strategic orientation of business enterprises:The construct, dimensionality and measurement[J].Management Science,1989,35:942-967.
[267]温忠麟,侯杰泰.结构方程模型检验：拟合指数与卡方准则[J].心理学报,2004,36(2)：186-194.
[268]温忠麟,张雷,侯杰泰,等.中介效应检验程序及其应用[J].心理学报,2004,36(5)：614-620.
[269]Norcia,v. D.&Tigner,J. Mixed Motives and Ethical Decisions in Business [J]. Journal of Business Ethics,2000,25(1):1-13
[270]Etzioni, A. The Moral Dimension[M]. New York:Free Press,1988.
[271]Hemingway,C. A.&Maclagan. P. w:Managers'Personal Values as Drivers of Corporate Social Responsibility[J]. Journal of Business Ethics,2004,50(1): 33.
[272]Husted, B. W., D. B. Allen. Corporate Social Strategy in Muhinational Enterprises:Antecedents and Value Creation[J] Journal of Bisiness Ethics,2007b, 74:345-361.
[273]Jones, T. M.Indusrial stakeholder theory:A synthesis of ethies and economics[J]. Academy of Management Review,1995,20:404-437.
[274]Hillman, A. J., M. A. Hitt. Corporate political strategy forratdation:A model of approach, participation, and strategy decisions [J].Academy of Management Review,1999.24(4):825-842.
[275]Gupta S. Strategic dimensions of corporate imagine:Corporate ability and corporate social responsibility as sources of competitive advantage via differentiation[D].Unpublished Dissertation. Temple University Dissertation. Temple University.2002.
[276]Williams, A., D. Siegel. Corporate social responsibility:A theory of the firm perspective[J].Academy of Management Review,2001,26(1):117-127.
[277]BURKE, LEE, LOGSDON, JEANNE M. How corporate social responsibility pays off[J]. Long Range Planning,1996,29(4):495-502.
[278]McAdam, To M. How to put corporate respomibility into practice[J].Business and Society Review,1973,6:8-16.
[279]BRAIN K B, JING L F, HEGARTY W H. A Cross-Cultural Comparison of Corporate Social Responsibility Orientation:Hong Kong VS. United States Students[J]. Teaching Business Ethics,2000,4(2):151-167.
[280]Hambfick, D□C Mason, P. A. Upper echelons:The organization as a reflection of its top managers[J]. Academy of Management Renew,1984,9(2):193-206.
[281]John Zinkin,2004, "Maximising the'license to operate':CSR from an Asian Perspective" [J]. The Journal of Corporate Citizenship.
[282]Ullman, A.,1985, "Data in Search of a Theory:A Critical Examination of the Relationship among Social Performance, Social Disclosure and Economic Performance of U. S. Firms" [J]. Academy of Management Review 10(3),540-557.
[283]Husted, B.W. and D. B. Allen. Is it Ethical to Use Ethics as Strategy? [J] Journal of Business Ethics,2007,27(1-2),21-32.
[2]WOOD D J. Corporate Social Performance Revisited [J]. Academy of Management Review,1991,16(4):691-718.
[3]BRAIN K B, JING L F, HEGARTY W H. A Cross-Cultural Comparison of Corporate Social Responsibility Orientation:Hong Kong VS. United States Students[J]. Teaching Business Ethics,2000,4(2):151-167.
[4]Burke, L. and J. M.. London,1996, How Corporate Responsibility Pays Off'? [J]. Long Range Planning 29(4),495-502.
[5]Paine, L. S.,1994, Managing For Organizational Integrity, Harward Business Review, March/April,106-117.
[6]Takala, ata.,2000, Nykyajan Yrityskansalaisuus(Current corporate citizenship), in Yrithksen vastuut(Responsibilities of a Company), Taloudellinen Tiedotustoimisto(Ecomomic Information Bureau), Hslsinki.
[7]Bob De Wit & Ron Meyer.战略管理：解决战略矛盾,创造竞争优势.[M].中国人民大学出版社,2008.
[8]Carroll A B. A Three-Dimensional Conceptual Model of Corporate Social Performance[J]. Academy of Management Review,1979,4(4):497-506.
[9]Wartick S L, Cochran P L. Cochran, The Evolution of the Corporate Social Performance Model [J]. The Academy of Management Review, 1985,(10):758-769.
[10]Hambrick D C, Mason P A. Upper echelons:The organization as a reflection of its top managers[J]. Academy of Management Review 1984,9:193-206.
[11]Finkelstein S Power in top management teams:Dimensions, measurement, and validation[J]. Academy of Management Review 1992,35:505-538.
[12]Talaulicar T, Grundei J, Werder A. Strategic decision making in start-ups: The effect of top management of top organization and processes on speed and comprehensiveness [J]. Journal of Business Venturing,2005,20:519-541.
[13]Simsek Z, veiga J F, Lubatkin M H, Dino R N. Modeling the multilevel determinants of top management team behavioral integration[J]. Academic of Management Journal,2005,48:69-84.
[14]Carpenter M A, Fredrickson J W. Top management team, global strategic posture, and the moderating role of uncertainty [J]. Academy of Management Journal,2001,44:533.545.
[15]Wiersema M F, Balltel K A. Top management team demography and corporate strategic change[J]. Academy of Management Journal,1992,35:91-121.
[16]Haleblian J, Finkelstein S. Top management team size, CEO dominance, and firm performance:The moderating roles of environmental turbulence and discretion[J]. Academy of Management Journal,1993,36:844-863.
[17]Michel J G, Hambrick D C. Diversification posture and top management team characteristics[J]. Academy of Management Journal,1992,35:9-37.
[18]Simons T, Pelled L H, Smith S A. Making use of differences:Diversity,debate, and decision comprehensiveness in top management teams[J]. Academy of Management Journal,1999,42:662-673.
[19]Boone c, Olffen W V, Witteloostuijn A V. The genesis of top management team diversity:Selective turnover among top management teams in Dutch Newspaper Publishing[J]. Academy of Management Journal,2004,47:633-656.
[20]Collins C J, Clark K D. Strategic human resource practices, top management team social networks, and firm performance:the role of human resource practices in creating organizational competitive advantage[J]. Academy of Management Journal,2003,46:740-751.
[21]Ensley M D, Pearce C L Shared cognition in top management teams: Implications for new Venture performance[J]. Journal of Organizational Behavior,2001.22:145-155.
[22]Ensley M D, Pearson A W. An exploratory comparison of the behavioral dynamics of top management teams in family and non-family new Ventures: Cohesion, conflict, potency, and consensus[J]. Entrepreneurship theory and practice,2005, May:267-287.
[23]Amason A C, Moony A C. The effects of past performance on top management team conflict in strategic decision making[J]. The International Journal of Conflict Management,1999,10:340-359.
[24]Amason A C. Distinguishing the effects of functional and dysfunctional conflict on strategic decision making:Resolving a paradox for top management teams[J]. Journal of Academic Management,1996,39:123-148.
[25]Amason A C, Sapienza H J. The effects of top management team size and interaction norms on cognitive conflict[J]. Journal of Management,1997,23:495-516.
[26]Jehn K shah P Interpersonal relationships and task performances:An examination of mediating processes in friendship and acquaintance groups[J]. Journal of Personality and Social Psychology,1997,72:775-790.
[27]Hambrick, D. C.. Top Management Groups:A Conceptual Integration and Reconsideration of the"Team"Label. In B. M. S. L. L. Cummings(Ed.) [J]. Research in Organizational Behavior,1994, V01.16:171-213. Greenwich, CT. JAI Press.
[28]Simsek, Z., Veiga, J. F., Lubatkin, M. H., Dino, R. N.. Modeling the Multilevel Determinants of Top Management Team Behavioral Integration[J]. Academy of Management Journal,2005,48(1):69-84.
[29]Michael, H. L., Zeki, S., Yah, L., John, F. v.. Ambidexterity and Performance in Small.. to Medium.. sized Firms:The Pivotal Role of Top Management Team Behavioral Integration[J]. Journal of Management,2006,32(5):646.
[30]Abraham, C., John, S.. Top Management Team Behavioral Integration, Decision Quality, and Organizational Decline [J]. Leadership Quarterly,2006,17(5):441.
[31]Li, J., Hambrick, D. C Factional Groups:A New Vantage On Demographic Faultines, Conflict, and Disintegration in Work Teams [J]. Academy of Management Journal,2005,48(5):794-813.
[32]孙海法,伍晓奕.企业高管团队研究进展[J].管理科学学报,2003,6(6)：82-89.
[33]姚振华,孙法海.高管团队组成特征与行为整合关系研究[J].南开管理评论,2010(1)：15-22.
[34]姚振华,郭忠金.高管团队行为整合与组织绩效：基于国企、民企和欧美外企的对比[J],学术研究,2012,(05)：83-90.
[35]Michalisin, M. D., Karau S, J., Tangpong C..Top Management Team Cohesion and Superior Industry Returns:An Empirical Study of the Resource-based View[J]. Group & Organization Management,2004,29(1):125-140.
[36]Bollen K. A., Hoyle R. H.. Perceived Cohesion:A Conceptual and Empirical Examination[J]. Social Forces,1990,69(2):479-504.
[37]Ensley M. D., Pearson A. W., Amason A. C.. Understanding the Dynamics of New Venture Top Management Teams:Cohesion, Conflict, and New Venture Performance[J]. Journal of Business Venturing,2002,17(4):365-386.
[38]Janis I L. Victims of groupthink. Boston, Houghton Mifflin,1972.
[39]Jallis IL groupthink. Boston, Houghton Mifflin,1982.
[40]Jehn K. Enhancing effectiveness:An investigation of advantages and disadvantages of value-based intragroup conflict[J]. International Journal of Management 1994,5:223-238.
[41]Brehmer B. social judgment theory and the analysis of interpersonal conflict[M]. Psychological Bulletin,1976,83:985-1003.
[42]Amason A C. distinguishing the effects of functional and dysfunctional conflict on strategic decision-making:Resolve a paradox for top management team[J]. Academy of Management Journal,1986,39:123-148.
[43]Jehn K A. Enhancing effectiveness:An investigation of advantage and disadvantage of value-based intragroup conflict[J]. International Journal of Conflict Management,1994,5:223-238.
[44]Pelled L H. Demographic diversity, conflict, and work group outcomes:An intervening process theory[J]. Organization Science,1996,7:613-631
[45]Amason A C, Sapienza H J. The effects of top management team size and interaction norms on cognitive and affective conflict[J]. Journal of Management, 1997,23:495-516.
[46]Tompson G H. The role of top management team conflict redistribution of power[D]. Minnesota:University of Minnesota,1997
[47]AMASON A C, SAPIENZA H J. The Effects of Top Management Team Size and Interaction Norms on Cognitive and Affective Conflict[J]. Journal of Management,1997-23(4):495-516.
[48]马彩凤,姜月运.企业高层管理团队绩效的影响因素分析[J]工业技术经济,2005,24(8)：27-30.
[49]SMITH A, HOUGHTON S M. HOOD J N, et al. Power Relationships Among Top Managers:Does Top Management Team Power Distribution Matter for Organizational Performance? [J]. Journal of Business Research,2006,59(5): 622-629.
[50]SMITH K G, SMITH K A, OLIAN J D, et al. Top Management Team Demography and Process:The Role of Social Integration and Communication[J]. Irish Business and Administrative Research,1996,17(1): 36-69.
[51]Jehn K A, Mannlix E A. The dynamic nature of conflict:A longitudinal study of intra-group conflict and group performance[J]. Academy of Management Journal 2001.44:238-251.
[52]Gersick C. Making time:Predictable transitions in task groups. [J]. Academy of Management Review,1989,32:274-309.
[53]Pitcher P, Smith A D. Top Management Team Heterogeneity:Personality, Power, and Proxies [J]. Organization Science,2001,12:1-18.
[54]Hambrick D C, Mason P A. Upper Echelons:The Organization as a Reflection of Its Top Managers[J]. Academy of Management Review,1984,9:193-206.
[55]Wiersema M F, Bantel K A. Top Management Team Demography and Corporate Strategic Change[J]. The Academy of Management Journal,1992,35(1): 91-121.
[56]TIHANYI L, ELLSTRAND A E, DAILY C M, et al. Composition of the Top Management Team and Firm International Diversification[J]. Journal ofManagement,2000,26(6):1157-1177.
[57]WIERSEMA M F, BANTEL K A. Top Management Team Turnover as an Aadaptation Mechanism:The Role of the Environment[J]. Strategic Management Journal(1986-1998),1993,14(7):485-511.
[58]BANTEL, K.A, JAKSON,S.E. Top Management and innovation in anking:Does the Compositiom of the Top Team Making a difference?[J]. Strategic Management Journal,1989,10:107-124.
[59]何霞,苏晓华.高管团队背景特征、高管激励与企业R&D投入-来自A股上市高新技术企业的数据分析[J],科学管理研究,2012,(06)：100-108.
[60]CARPENTER, GELETKANYCZ, SANDERS. Upper Echelons Research Revisited:Antecedents, Elements, and Consequences of Top Management Team Composition[J]. Journal of Management,2004(30):749-778.
[61]ARENDT L, PRIEM R, NDOFOR H. A CEO-advisor model of strategic decision making[J]journal of Management,2005, (31)5:680-699.
[62]WEST M A. ANDERSON N R. Innovation in top management teams [J] Journal of Applied Psychology,1996,81(6):680-693.
[63]COLLINS C J, KEVIN D C. Strategic human resource practices, top management team social networks, and firm performance:the role of human resource of human resource practices in creating organizational competitive advantage [J]. Academy of Management Journal,2003(46):740-751.
[64]孙海法,姚振华,严茂胜.高管团队人口统计特征对纺织和信息技术公司经营绩效的影响[J].南开管理评论,2006(9)：61-67.
[65]Lawrence,B.S. The black box of organizational demography[J]. Organization Science,2001,(8):1-22.
[66]CARPENTER, GELETKANYCZ, SANDERS. Upper Echelons Research Revisited:Antecedents, Elements, and Consequences of Top Management Team Composition[J]. Journal of Management,2004(30):749-778.
[67]FERRIER W. Navigating the competitive landscape:The drivers and consequences of competitive aggressiveness [J]. Academy of Management Journal,2001(44):858-877.
[68]Hambrick D C, Mason P A. Upper Echelons:The Organization as aReflection of Its Top ManagersUpper Echelons:The Organization as a Reflection of Its Top Managers[J]. The Academy of Management Review,1984,9(2):193-206.
[69]Cho T S, Hambrick D C. Attention as the Mediator Between Top Management Team Characteristics and Strategic Change:The Case of Airline Deregulation[J]. Organization Science,2006,17(4):453-469.
[70]Naranjo-Gil D, Hartmannw F. Management accounting systems, top management team heterogeneity and strategic change[J]. Accounting, Organizations and Society,2007,32:735-756.
[71]Katz, R. The effects of group longevity on project communication and performance [J]. Administrative Science Quarterly,1982,27:81-104.
[72]Bantel, K. A., and s. E. Jackson. Top management and innovation in banking: Does the composition of the top team make a difference[J]. Strategic Management Journal,1989.10:107-124.
[73]Carmen Camelo-Ordaz, Ana Beatriz Hem a ndez-Lara. Ram a n Valie-Cabrera. The relationship between top management teams and innovative capacity in companies [J]. Journal of Management Development,2005,24(8): 179-201.
[74]Bresser R K, Bishop R C. Dysfunctional Effects of Formal Planning:Two Theoretical Explanations[J]. Academy of Management Review,1983,8: 588-599.
[75]Tihanyi, L, Ellstrand A e, Daily C M, Dalton D R composition of the Top Management Team and Firm International Diversification [J]. Journal of Management,2000,26(6):1157-1177.
[76]Carpenter M A, Geletkanycz M A, senders W G. Upper Echelons Research Revisited:Antecedents, Elements, and Consequences of Top Management Team Composition[J]. Journal of Management,2004,30(6):749-778.
[77]Greening D W, Johnson R A. Do Managers and Strategies Matter? A Study in Crisis[J]. Journal of Management Studies,1996,33:25-31.
[78]Amason A C, Sapeinza H J. The Effects of Top Management Team Size and Interaction Norms on Cognitive and Affective Conflict [J]. Journal of Management,1997,23(4):495-516.
[79]Pitcher P, Smith A D. Top Management Team Heterogeneity:Personality, Power, and Proxies[J]. Organization Science,2001,12:1-18.
[80]Boone C, Van O W, Van A. The Genesis of Top Management Team Diversity: Selective Turnover among Top Management Teams in Dutch Newspaper, Publishing,1970-1994[J]. Academy of Management Journal,2004,47(5): 633-656.
[81]Kor Y T. Experience-based Top Management Team Competence, and sustained Growth [J] Organization Science,2003,14(6):707-719.
[82]Weinzimmer L G, Bond Ⅲ E u, Huston M B. Nystrom P C. Relating Expertise on the Top Management Team and Strategic Market Aggressiveness to Financial Performance and Share. holder Value[J]. Journal of Strategic Marketing,2003:133-159.
[83]魏立群,王智慧.我国上市公司高管特征与企业绩效的实证研究[J].南开管理评论,2002,(4)：16-22.
[84]张平.高层管理团队异质性与企业绩效关系研究[J].管理评论.2006(5)：5460.
[85]马富萍,郭晓川.高管团队异质性对技术创新绩效的影响研究---高管团队冲突处理方式的调节作用[J].内蒙古大学学报(哲学社会科学版),2010,(06)：38-42.
[86]孙海法,姚振华,严茂盛.高管团队人口统计特征对纺织和信息技术公司经营绩效的影响[J].南开管理评论,2006,9(6)：61-67.
[87]WATSON W E, PONTHIEU L D, CRITELLI J W.1995. Team interpersonal process effectiveness in venture partnership and its connection to perceived success[J]. Journal of Business Venturing,10(3):393-411.
[88]WEST III GP, MEYER G D.1998. To agree or not to agree? consensus and performance in new ventures [J] Journal of Business Venturing.13(5): 395-423.
[89]Simons T, Pelled L H, Smith S A. Making use of difference:Diversity debate, and decision comprehensiveness in top management teams [J]. Academy of Management Journal,1999,42:662-673.
[90]李懋,王国峰,井润田.高管团队内部动态特征实证研究[J].管理学报2007.(7).
[91]张玉利,李乾文,陈寒松.创业管理理论的最新评述及研究趋势[J].预测2004(4).
[92]ZAHRA S, COVIN J G.1995. Contextual influence On the corporate entrepreneurship performance relationship:a longitudinal analysis[J]. Journal of Business Venturing, (10):43-58.
[93]ZAHRA S A, GARVISDM.2000. International corporate entrepreneurship and firm performance:the moderating effect of the international environmental hostility[J]. Journal of Business Venturing.15(5/6):469-492.
[94]张映红.2005.公司创业战略：基于中国转型经济环境的研究[M].北京：清华大学出版社：125-212.
[95]KECK S L 1997. Top management team structure:differential effects by environmental context[J]. Organization Science:A Journal of the Institute of Management Sciences. March-April:143-146.
[96]Simsek Z, Veiga J F, Lubatkin M H, Dino R N. Modeling the multilevel determinants of top management team behavioral integration[J]. Academy of Management Journal,2005,48:69-84.
[97]Janis I L.Groupthink[M].. Boston,Houghton Mifflin,1982.
[98]Hambrick D C, Finkelstein S. Managerial discretion:A bridge between polar views of organizational outcomes[J]. Research in Organizational Behavior, 1987(9):369-406.
[99]Milton Friedman. The Social Responsibility of Business is to Increase Its Profits. In Tom L Beauchamp and Norman E. Bowie(ed.),Ethical Theory andBusiaess,3rd ed. Englewood Cliffs, NJ:Prentice-Hall,1988. pp87-91.
[100]Milton Friedman. Capitalism and Freedom. The University of Chicago.1996. p33.
[101]Rutherford Smith. Social Responsibility:A Term We Can Do Without Business [J]. Social Review,1998. p31.
[102]Levitt, Theodore. The Dangers of Social Responsibility [J]. Harvard Business Review. September-October,1958.
[103][英]F.A.哈耶克.致命的自负.冯克利、胡晋华译.北京：中国社会科学出版社,2000.p132-133.
[104]Bowen,H,R. Social Responsibilities of the Businessman. New YORK:Harper. 1953. p31.
[105][日]金泽良雄.当代经济法[M].刘瑞复译.沈阳：辽宁人民出版社,1988.p104.
[106](美)彼特.普拉特利.商业伦理[M].洪成文等译.北京：中信出版社,1999.pp98-99.
[107]张维迎.正确解读利润与企业社会责任[EB/OL]. http://news.163.tom/07/ 0821/08/3MDJ81DJO00121EP. html,.2007.08.21/2007-08-25.
[108]卢代富.企业社会责任的经济学与法学思考.[M].北京：法律出版社,2000年版.
[109]常凯.经济全球化与企业社会责任运动,[J], 工会理论与实践2003,(17)：23-25.
[110]刘俊海.公司的社会责任[M].法律出版社,1999.3,第一版.
[111]Bradgon, J. H., Marlin, J. Is Pollution Profitable? [J]. Risk Management, 1972,19(4):9-18.
[112]Moskowitz, M. Choosing Socially Responsible Stocks[J]. Business and Society,1972, (1):71-75.
[113]Simpson, G. W., Kohers, T. The Link between Corporate Social and Financial Performance:Evidence from theBank Industry [J]. Journal of Business Ethics, 2002,35(2):97-110.
[114]Chin-Hung Lin, Ho Li-Yang, Dian-Yan Liu. The Impact of Corporate Social Responsibility on Financial Performance:Evidence from Business in Taiwan[J]. Technology in Society,2009,31(1)156-63.
[115]Hannu Schadewitz, Mikael Niskala. Communication via Responsibility Reporting and Its Effect on Firm Valuein Finland[J]. Corporate Social Responsibility and Environmental Management,2010,17(2):96-106.
[116]李红玉,陆智强,姚海鑫.社会责任对公司绩效的作用机理[J].软科学,2009,(10)：133-37.
[117]晁罡,袁品,等.企业领导者的社会责任取向、企业社会表现和组织绩效的关系研究[J].管理学报,2008,(5)：445-453.
[118]李勤.社会责任对企业价值创造影响的实证研究---来自上市公司2009年社 会责任报告的经验数据[J].会计之友,2012,(06),67-71.
[119]Ullman, A. Data in Search of a Theory:A Critical Examination of the Relationship among Social Performance, Social Disclose, and Economic Performance[J]. Academic of Management Renew,1985,10(3)1540-577.
[120]Vance, S. Are Socially Responsible Firms Good Investment Risks? [J]. Management Review,1975, (64):18-24.
[121]李正.企业社会责任与企业价值的相关性研究：来自沪市上市公司的经验证据[J].中国工业经济,2006,(2)：77-83.
[122]Margolis, J. D., Walsh, J. P. Misery Loves Companies:Rethinking Social Initiatives by Business[J]. Administrative Science Quarterly,2003,48(2): 268-305.
[123]Me Williams, A, Siegel, D. Corporate Social Responsibility:A Theory of the Firm Perspective[J]. Academy of Management Review,2001,26(3):117-127.
[124]陈玉清,马丽丽.我国上市公司社会责任会计信息的市场反应实证分析[J].会计研究,2005,(11)：76-81.
[125]贺小刚.公司社会责任与价值创造：基于社会调查的数据分析[J].科学.经济.社会,2008,(3)：62-69.
[126]Schahegger, s., Synnestvedt, T. The Link between Green and Economic Success:Environmental Management as the Crucial Trigger between Environmental and Economic Performance [J]. Journal of Environmental Management,2002,65(4):339-346.
[127]M. Wagner, S. Schaltegger. The Effect of Corporate Environmental Strategy Choice and Environmental Performance on Competitiveness and Economic Performance:An Empirical Study of EU Manufacturing[J]. European Management Journal,2004,22(5):557-572.
[128]Salzmann, O., Lonescu-Somers, A, Steger, U. The Business Case for Corporate Sustainability.. Literature Review and Research Opinions[J]. European Management Journal,2005,23(1):27-36.
[129]刘建秋.社会责任活动、社会责任沟通与企业价值[J].财经论丛,2011,(02)：84-91.
[130]Davis K. The case for and Against Business Assumption of social Responsibilities[J]. Academy of Management Journal, June 1973,312-322.
[131]Post,J E, Federick W C, Lawrence A T, and Weber J:Business and Society: Corporate Strategy, Public Policy, Ethics(Eighth Edition). [M]. McGraw-Hill Companies,Inc.,1996.
[132]Hay, R,D.,E.R. Gray and J.E. Grates,1976,Business and Society[M]. South-western Publishing, Cincinnati, O.H.
[133]Steiner G A. Changing Managerial Philosophies. Business Horizons[J]. January 1971,5-10.
[134]张志强、王春香.西方企业社会责任的演化及其体系[J].宏观经济研究,2007(49)：19-24.
[135]卢代富.企业社会责任的经济学与法学分析[M].法律出版社,2002,10,第一版.
[136]沈艺峰.公司控制权市场理论的现代演变[J].中国经济问题,2000(2)：16-25.
[137]Smith C. Corporate Social Responsibility:Whether or How? [J]. California Management Review, Summer,2003:52-76.
[138]王春香,张志强.企业目标与社会责任[J].大连大学学报,2006(1)：80-84.
[139]Zhou, Weidong "Will CSR Work in China?" Leading Perspectives[J]. June 2006, pp.5.
[140]郭军.工会与企业社会责任,背景报告.2005.
[141]Danaldson,T.& Dunfee,T.w.,1994, "Toward a Unified Conception of Businesss Ethics:Integrative Social Contracts Theory" [J]. Academy of Management Review 19(2):252-248.
[142]Preston, L. E. and J.E.Post,1981, "Private Management and Public Policy", Califonia Management Review 23(3),56-63.
[143]Freeman, R E:" The Politics of Stakeholder Theory:Some Future Direcction" [J]. Business Ethics Quarter, Vol.4,1994.
[144]Clarkson, M:"A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance" [J]. Academy of Management Review,Vol.20, No.1,1995.
[145]Wheeler D and Sillanpaa, M. Including the Stakeholders:The Business Case[J]. Long Range Planning, April 1998,297-318.
[146]Wheeler, D., B. Colbert and R.E. Freeman,2003,"Focusing on Value: Reconciling Corporate Social Responsibility, Sustainability and a Stakeholder Approach in a Network World" [J]. Journal of General Management 28(3),1-29.
[147]Edmondson. V C. & Carroll. A. B. Giving Back:An Examination of the Philanthropic Motivations, Orientations and Activities of Large Black. Owned Businesses[J]. Journal of Business Ethics,1999,19(2):171-179.
[148]Norcia,V. D. & Tigner, J. Mixed Motives and Ethical Decisions hi Business[J]. Journal of Business Ethics,2000,25(1):1-13.
[149]Hemingway, C. A. & Maclagan, P. W.:Managers' Personal Values as Drivers of Corporate Social Responsibility[J]. Journal of Business Ethics,2004,50(1): 33.
[150]Rashid, M. Z. A. & Ibrahim, S. Executive and Management Attitudes towards Corporate Social Responsibility in Malaysia[J]. Corporate Governance:The International Journal of Effective Board Performance,2002,2(4):10-16.
[151]Ramasamy, B.&Hung, w. T. A Comparative Analysis of Corporate Social Responsibility Awareness[J]. Journal of Corporate Citizenship,2004, (13): 109-123.
[152]Brammer, S., Williams, G. & Zinkin, J. Religion and Attitudes to Corporate Social Responsibility in a Large Cross-Country Sample[J]. Journal of Business Ethics,2007,71(3):229-243.
[153]姚海鑫,陆智强,李红玉.企业社会责任对股东财富影响的实证研究[J].东北大学学报(社会科学版),2007(4)：315-319.
[154]晁罡,袁品,段文,程宇宏.企业领导者的社会责任取向、企业社会表现和组织绩效的关系研究[J].管理学报,2008,(5)：445-453.
[155]ALPASLAN M, MITROFF I 1. Bounded Morality:A Study of Crisis Management in the Fortune [D]. NY:Unpublished Paper,2004.
[156]汤海溶,黄登仕.改变上市公司资本结构的因素分析—来自中国上市公司的证据[J].管理评论,2005,17(4)：3-8.
[157]Waldman, D. A., Ramirez, G. G., House, R. J. and Puranam, P.2001. Does leadership matter? CEO leadership attributes under conditions of perceived environmental uncertainty[J]. Academy of Management Journal,44:134-143.
[158]Agle, B. R., Nagarajan, N. J., Sonnenfeld, J. A. and Srinivasan, D.2006. Does CEO charisma matter? An empirical analysis of relationships among organizational performance, environmental uncertainty, and top management team perceptions of CEO charisma[J]. Academy of Management Journal,49: 161-174.
[159]WOOD R A, COCHRAN P L. Corporate Social Responsibility and Financial Performance[J]. The Academy of Management Review,1984,27(1):42-56.
[160]金乐琴.CSR与可持续发展：理论及对策[J].绿色中国,2004(2)：50-52.
[161]邓冬梅.我国医药CSR与组织绩效关系探析[D].广州：暨南大学管理学院,2005.
[162]曹风月.CSR的范围[J].山东省工会管理干部学院学报,2004,10(2)：83-84.
[163]Wood, D. J. Social issues in management:Theory and research in corporate social performance[J]. Journal of Management,1991,17(2):383-406.
[164]Thomas, A.S Simedy,R. L Internal determinants of corporate social performance:The role of top managers [J]. Academy of Management Proceedings,1995,2:411-415.
[165]Browne, S. E. Determinants of corporate social performance:An exploratory investigation of top management teams, CEO compensation, and CEO power[M]. Davie, FL:Nova Southeastern University Press,2003.
[166]Hambfick, D□C Mason, P. A. Upper echelons:The organization as a reflection of its top managers[J]. Academy of Management Review,1984,9(2):193-206.
[167]Pfeffer,J. Organizational demography[M]//Cummings,LL, Staw, B, M et al. Research in Organizational Behavior. Greenwich, CT:JAI Press,1983: 299-357.
[168]Wiersema, M., Bantel, K. A. Top management demography and corporate strategic change[J]. Academy of Management Journal,1992,35:91-121.
[169]Hambfick, D. C. Environment, strategy, and power within top management teams[J]. Administrative Science Quarterly,1981,26:253-275.
[170]Cyert, R., M March, J. G. A behavioral theory of the firm[M]. Englewood Cliffs, N. J:Prentice-hall,1963.
[171]Gupta, A. Contingency perspectives on strategic leadership:Current knowledge and future research directions[M]//Hambfick,D. C., et al. The executive effect: Concepts and methods for studying top managers. Greenwich, CT:JAI Press, 1988:47-178.
[172]McPherson J M, Smith-Lovin L. Homophily in voluntary organizations:status distance and the composition of face-to-face groups[J]. American Sociological Review,1987,52(3):370-379.
[173]Wood, D. J.1991. Corporate social performance revisited[J]. Academy of Management Review,16(4):691-718.
[174]Carlsson, G., Karlsson, K. Age。cohorts and the generation of generations [J]. American Sociological Review,1970,35:710-718.
[175]Deckop, J., Merriman, K., Gupta,S. The effects of CEO pay structure on corporate social performance[J]. Journal of Management,2006,32(3):329-342.
[176]Greening, D., Johnson, R. Managing industrial and environmental crises: The role of heterogeneous top management teams[J]. Business & Society,1997, 36(4):334-362.
[177]Dutton J., Duncan, R. The creation of momentum for change through the process of strategic issue diagnosis [J]. Strategy Management Journal,1987, 8(3):279-296.
[178]Dearborn, D. C., Simon, H. A. Selective perceptions:A note on the departmental identification of executive[J]. Sociometry,1958,21:140-144.
[179]Atkinson, A. A., J. H. Waterhouse and R.B. Wells,1997, "A Stakeholder Approach to Strategic Performance to Measurement" [J]. Sloan Management Review, Spring, pp.25-37.
[180]Preece, S., C. Fleisher and J. Toccacelli,1995,"Building a Reputation along the Value Chain at Levi Strauss" [J]. Long Range Planning,28(6), pp.88-98.
[181]Lita, R. A.,1996,"A Resourced-Nased-View of the Socially Responsible Firm: Stakeholder Interdependence, Ethical Awareness, and Issue Responsiveness as Strategic Aseets" [J]. Journal of Business Ethics 15,1355-1363".
[182]Owen, C. L. and R.F. Scherer,1993, "Social Responsibility and Market Share" [J]. Review of Business,15(1), pp.11-16.
[183]Murray, K. B. and J.R. Montanari,1986, "Strategic Management of the Socially Responsibility Firm:Integrating Management and Marketing Tjeory" [J]. Academy of Management Review 11 (4),815-828.
[184]Polonsky, M. J.,1995, "A Stakeholder Theory Approach to Design Environmental Marketing Strategy" [J]. Journal of Business and Industrial Marketing,10(3), pp.29-46.
[185]Burke, L. and J. M. Logsdon,1996, "How Corporate Responsibility Pays Off?" [J]. Long Range Planning 29(4),495-502.
[186]企业家看社会责任—2007中国企业家成长与发展报告[M].中国企业家调查系统编著.北京.机械工业出版社,2008.
[187]Wartick, Steven L. and Philip L.Cochran, The evolution of the corporation social performance model [J]. Academy of management Review, 1985,10(4):758-769.
[188]姜启军,顾卫.企业社会责任的战略选择与民营企业的可持续发展[J].商 业经济与管理,2005,(11)：51-56.
[189]Berman, S. L. & Wicks, A. C. Does Stakeholder Orientation Matter? The Relationship between Stakeholder Management Models and Firm Financial Performance[J]. Academy of Management Journal,1999,42(5):488-508.
[190]SCHEIN E H. The Role of the Founder in Creating Organizational Culture[J]. Organizational Dynamics,1983,12(1):13-28.
[191]IBRAHIM N A, HOWARD D P, JOHN P A. Board Members in the Service Industry:An Empirical Examination of the Relationship Between Corporate Social Responsibility Orientation and Directorial Type[J]. Journal of Business Ethics,2003,48(4)1393-401.
[192]HUSTED B W, ALLEN D B. Corporate Social Responsibility in the Multinational Enterprise:Strategic and Institutional Approaches[J]. Journal of International Business Studies,2007,37(6):838-849.
[193]霍尔斯特S,阿尔伯特L.企业伦理学基础[M].李兆雄,译.上海；上海社会科学出版社,2001.
[194]波斯特J E,安妮T L,詹姆斯W.企业与社会：公司战略公共政策与伦理[M].10版.张志强,译.北京：中国人民大学出版社,2005.
[195]CARROLL A B. A Three-Dimensional Conceptual Model of Corporate Social Performance[J]. Academy of Management Review,1979,4(4):497-506.
[196]BRAIN K B, JING L F, HEGARTY W H. A Cross-Cultural Comparison of Corporate Social Responsibility Orientation:Hong Kong VS. United States Students[J]. Teaching Business Ethics,2000,4(2):151-167.
[197]霍尔斯特S,阿尔伯特L.企业伦理学基础[M].李兆雄,译.上海；上海社会科学出版社,2001.
[198]WOOD D J. Corporate Social Performance Revisited [J]. Academy of Management Review,1991,16(4):691-718.
[199]Wood, D. J. Social issues in management:Theory and research in corporate social performance [J]. Journal of Management,1991,17(2):383-406.
[200]Thomas, A.S., Simerly, R. L Internal determinants of corporate social performance:The role of top managers [J]. Academy of Management Proceedings,1995,2:411-415.
[201]Browne, S. E. Determinants of corporate social performance:An exploratory investigation of top management teams, CEO compensation, and CEO power[M]. Davie, FL:Nova Southeastern University Press,2003.
[202]BRAIN K B, HEGARTY H. Some Determinants of Student Corporate Social Responsibility Orientation [J]. Business and Society,1999,38(2):188-205.
[203]SMITH W J, RICHARD E W, HARRINGTON KV, et al. An Examination of the Influence of Diversity and Stakeholder Role on Corporate Social Orientation[J]. Business and Society,2001,40(3):266-294.
[204]简瑞锦.台湾企业领导人的宗教信仰对企业社会责任履行之探讨：以基督教为例[D].桃园：中原大学国际贸易研究所,2006.
[205]Trevino, L. Ethical decision making in organizations:A person-situation interactionist model[J]. The Academy of Management Review,1986,11(3): 601-617.
[206]Daboub,A J., Rasheed,A. M. A Priem, R. L, et al. Top management team characteristics and corporate illegal activity[J]. Academy of Management Review,1995,20(1):138-170.
[207]Wiersema, M., Bantel, K. Top management team demography and corporate strategic change[J]. Academy of Management Journal,1992,35(1):91-121.
[208]TIHANYI L, ELLSTRAND A E, DAILY C M, et al. Composition of the Top Management Team and Firm International Diversification[J]. Journal of Management,2000,26(6):1157-1177.
[209]Pfeffer,J., Salancik, G. R. Organizational context and the characteristics and tenure of hospital administrators [J]. Academy of Management Journal.1977.20: 74-88.
[210]Lepoutre J., Heene a.. Investigating the Ipact of Firm Size on Small Business Social Responsibility:A Critical Review[J]. Journal of Business Ethics, 2006(67):257-273.
[211]Johnson R. A., Greening D. W.. The Effects of Corporate Governance and Institution Ownership Types on Corporate Social Performance[J]. Academy of Management Journal,1999,42:564-577.
[212]Donalson L.. The Contingency Theo Organizations [M]. London:Sage,2001.
[213]Brammer S., Pavelin S.. Building a Good Reputation [J]. European Management Journal,2004,22(6):704-713.
[214]陈佳贵,黄群慧,彭华岗,钟宏武等.中国企业社会责任研究报告[M].北京：社会科学文献出版社,2010.
[215]斯蒂芬·P·罗宾斯,玛丽·库尔特.管理学(第7版)[M].北京：中国人民人学出版社,2004.
[216]AUPPERLE K E. An Empirical Inquiry into the Social Responsibility as Defined by Corporations:An Examination of Various Models and Relationships [D]. Georgia:University of Georgia Business School,1982.
[217]MARZ J. An Examination of the Relationship between Individual and Corporate Characteristics and Social rientation[D]. D. B. A:School of Business and Entrepreneurship, Nova Southeastern University,1999.
[218]辛杰.企业社会责任研究—一个新的理论框架与实证分析[D].山东：山东大学,2009.
[219]Peterson R S, Behfar K J. The dynamic relationship between performance feedback, trust, and conflict in groups:A longitudinal study[M]. Organization Behavior and Human Dccision Process,,2003,92:102-112.
[220]Bliese P. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In Klein K, Kozlowski S W J. Multilevel theory, research, and methods in organization, San Francisco, Jossey-Bass,2000.
[221]霍尔斯特S,阿尔伯特L.企业伦理基础[M].李兆雄译.上海：上海社会科学出版社,2001.
[222]波斯特J E,安妮T L,詹姆斯W.企业与社会：公司战略公共政策与伦理[M].10版.张志强译,北京：中国人民大学出版社,2005.
[223]姜启军,贺卫.企业社会责任的战略选择与民营企业的可持续发展[J].商业经济与管理,2005(11)：51-56.
[224]Kay,J.,1993, foundations of Corporate Success:How Business Strategies Add Value[M]. Oxford University Press, New York.
[225]Bos W, Tarnai C. Content analysis in empirical social research[J]. International Journal of Educational Research,1999,31:659-761.
[226]Kromrey H. empirische Sozialforschung. Methoden der Datenerhebung and Datenauswertung. Opladen, Leske & Bunrich,1998.
[227]Dilthey W. Der Aufbau der gescgichtlichen Welt in den Geisterswissen-schaften. Stuttgart, Teubner,1979.
[228]Fuhlau I. Sprachlosigkeit der Inhaltsanalyse. Tubingen, Narr,1982.
[229]Bos W, Straka G A. Was Maos Erben in der Schule Iernen. Ergebnisse einer vergleichenden Inhaltsanalyse von Grundschultextuchern der Volksrepublick China[M]. Munster, New York, Waxmann,1987.
[230]Marrino K E, Castaldi R M, Dollinger M J. Content analysis in entrepreneurial research:the casa of initial public offering[M]. Entrepreneurship Theory and Practice,1989,14:51-66.
[231]Chan K F, Lau T, Man T W Y. The ebtreprebeurial personality of small business owner-managers in Hong Kong:A ctitical incident analysis[J]. Journal of Enterprising Culture,1997,5:249-271.
[232]George A L. Quantitative and qualitative approaches to content analysis. In I de Sola Pool,Trends in content analysis [M]. Urbana, University of Illonois Press,1959.
[233]Pool I Sola. Trends in content analisis today:A summary.In Pool I de Sla, rends in content analisis. [M]. Urbana, University of Illinois Press,1959.
[234]Bos W, Tarnai C. Content analysis in empirical social research[J]. International Journal of Educational Research,1999,31:659-761.
[235]袁方.社会研究方法教程[M].北京大学出版社,1997.
[236]Caroll, Archie B., Hoy, Frand,1984, "Integrating Corporate Social Policy into Strategic Management"[J]. The Journal of Business Strategy, Boston:Winter Vol.4,Iss.3;p.48.
[237]Atkinson, A.A., J.H. Waterhouse and R.B. Wells,1997,"A Stakeholder Approach ti Strategic Performance Measurement" [J]. Sloan Management Review, Sping, pp.25-37.
[238]Preece, S., C. Fleisher and J. Toccacelli,1995,"Building a Reputation along the Chain at Levi Strauss" [J]. Long Range Planning,28(6),pp.88-98.
[239]Owen, C. L. and R.P. Scherer,1993, "Social Responsibility and Market Share" [J]. Review of Business,15(1), pp.11-16.
[240]辛杰.企业社会责任研究—一个新的理论框架与实证分析[D].山东：山东大学,2009.
[241]Gersick C. Making time:Predictable transitions in task groups[J]. Academiy of Management Journal,1989,32:274-309.
[242]Burke, L., J. M. Logsdon. How Corporate Corporate Social Responsibility Pays Off[J]. Long Range Planning,1996,29(4):495-502.
[243]HUSTED B W, ALLEN D B. Corporate Social Responsibility and Value Creation among Large Firms. Long Range Planning,2007a,40:594-610.
[244]晁罡,袁品,段文,程宏宇.企业领导者的社会责任取向、企业社会表现和组织绩效的关系研究[J].管理学报,2008(5)：445-453.
[245]Mcwilliams, A., D. Siegel, P. M. Wright. Corporate Social Responsibility:Strategic Implications. Journal of Management Studies,200643:1-18.
[246]HUSTED B W, ALLEN D B. Corporate Social Responsibility in the Multinational Enterprise:Strategic and Institution Approacher[J]. Journal of International Business Studies,2007,37(6):838-849.
[247]Burke, L. and J. M. London,1996, "How Corporate Responsibility Pays Off'. Long Range Planning 29(4),495-502.
[248]Williamsin, O. E. Manageral Disceretion and Business Behavior [J]. American Economic Review,1963,53(5):1032-1058.
[249]Frank, R. H. Passions within Reason:The Strategic Role of Emotion[M]. New York:Norton,1988.
[250]Berman, S. L. & Wicks, A. C. Does Stakeholder Orientation Matter? The Relationship between Stakeholder Management Models and Firm Financial Performance [J]. Academy of Management Journal,1999,42(5):488-508.
[251]Greenley et al., Multiple stakeholder orientation in UK companies and the implications for company performance. Journal of management studies[J].1997,34:2,1997.3.
[252]Chung-Leung, Oliver, et al. Stakeholder Orientation and Business Performance. [J]. Journal of International Marketing.2005. Vol 7. No 3.
[253]SALZMANN O, IONESCU-SOMERS A, STEGER U. The Business Case for Corporate Sustainability:Literature Review and Research Options [J]. Eur opean Management Journal,2005,23(1):27-36.
[254]Barney, J. Firm Resources and Sustained Competitive Advantage [J]. Journal of Management,1991(17):116-135.
[255]Barney, J. Looking inside for Competitive Advantage [J]. Academy of Management Executive,1995(9):65-78.
[256]辛杰.企业社会责任研究—一个新的理论框架与实证分析[D].山东：山东大学,2009.
[257]郑海东.企业社会责任行为表现—测量维度、影响因素及对企业绩效的影响[D].浙江：浙江大学,2007.
[258]李纪明.资源观视角下企业社会责任与企业绩效研究---一个理论框架及其在浙江的实证检验[D].浙江：浙江工商大学,2009.
[259]Venkatraman N. Strategic orientation of business enterprises:The construct, dimensionality and measurement. Management Science,1989,35:942-967.
[260]Boomsma, A. Nonconvergence, Improper Solutions, and Starting Values in LISREL Maximum Likelywood Estimation [J]. Psychomertrika,1982, 50:229-242.
[261]Nunnally, J. C. Psuchometric Theory [M]. New York:McGraw-Hill,1967.
[262]Tanaka, J. S. How Big is Big Enough? Sample Size and Goodness of Fit in Structural Equation with Latent Variales[J]. Child Development of Business, Septemble,1990.
[263]Marsh, H. W., Hau, K. T., Chung, C. M. et al. Is more ever too much:the Number of indicators per Factor in Confirmatory Factor Analysis [J]. Multivariate Behavioral Research,1998,33:181-220.
[264]黄芳铭.结构方程模式---理论与应用[M].北京：中国税务出版社,2005.
[265]吴明隆.SPSS统计应用实务[M].北京：科学出版社,2003.
[266]Venkatraman N. Strategic orientation of business enterprises:The construct, dimensionality and measurement[J].Management Science,1989,35:942-967.
[267]温忠麟,侯杰泰.结构方程模型检验：拟合指数与卡方准则[J].心理学报,2004,36(2)：186-194.
[268]温忠麟,张雷,侯杰泰,等.中介效应检验程序及其应用[J].心理学报,2004,36(5)：614-620.
[269]Norcia,v. D.&Tigner,J. Mixed Motives and Ethical Decisions in Business [J]. Journal of Business Ethics,2000,25(1):1-13
[270]Etzioni, A. The Moral Dimension[M]. New York:Free Press,1988.
[271]Hemingway,C. A.&Maclagan. P. w:Managers'Personal Values as Drivers of Corporate Social Responsibility[J]. Journal of Business Ethics,2004,50(1): 33.
[272]Husted, B. W., D. B. Allen. Corporate Social Strategy in Muhinational Enterprises:Antecedents and Value Creation[J] Journal of Bisiness Ethics,2007b, 74:345-361.
[273]Jones, T. M.Indusrial stakeholder theory:A synthesis of ethies and economics[J]. Academy of Management Review,1995,20:404-437.
[274]Hillman, A. J., M. A. Hitt. Corporate political strategy forratdation:A model of approach, participation, and strategy decisions [J].Academy of Management Review,1999.24(4):825-842.
[275]Gupta S. Strategic dimensions of corporate imagine:Corporate ability and corporate social responsibility as sources of competitive advantage via differentiation[D].Unpublished Dissertation. Temple University Dissertation. Temple University.2002.
[276]Williams, A., D. Siegel. Corporate social responsibility:A theory of the firm perspective[J].Academy of Management Review,2001,26(1):117-127.
[277]BURKE, LEE, LOGSDON, JEANNE M. How corporate social responsibility pays off[J]. Long Range Planning,1996,29(4):495-502.
[278]McAdam, To M. How to put corporate respomibility into practice[J].Business and Society Review,1973,6:8-16.
[279]BRAIN K B, JING L F, HEGARTY W H. A Cross-Cultural Comparison of Corporate Social Responsibility Orientation:Hong Kong VS. United States Students[J]. Teaching Business Ethics,2000,4(2):151-167.
[280]Hambfick, D□C Mason, P. A. Upper echelons:The organization as a reflection of its top managers[J]. Academy of Management Renew,1984,9(2):193-206.
[281]John Zinkin,2004, "Maximising the'license to operate':CSR from an Asian Perspective" [J]. The Journal of Corporate Citizenship.
[282]Ullman, A.,1985, "Data in Search of a Theory:A Critical Examination of the Relationship among Social Performance, Social Disclosure and Economic Performance of U. S. Firms" [J]. Academy of Management Review 10(3),540-557.
[283]Husted, B.W. and D. B. Allen. Is it Ethical to Use Ethics as Strategy? [J] Journal of Business Ethics,2007,27(1-2),21-32.