企业员工社会责任管理研究
|
摘要
员工是企业最重要的利益相关者之一,也是企业履行社会责任的起点。近年来中国企业遭遇了巨大的社会责任危机,客观上迫切要求企业主动履行对员工的社会责任,积极探索有效的社会责任管理方法。但是,国内学术界对企业社会责任管理的理论研究尚处于初始阶段,尽管学者们对企业员工社会责任及其标准展开了广泛的讨论,但大多停留在理论推演和对责任标准应对之策等方面,从企业角度思考员工社会责任管理的文献较少,为本研究提供了现实依据和可能。本文以正义论和义利共生论为研究依据,期望能够在梳理国内外理论研究和实践经验的基础上,研究和探索符合中国国情的员工社会责任管理思路和具体的实践途径。鉴于中国企业社会责任数据库尚未建立,难以进行数据横向对比,在研究过程中我们在广泛搜索相关文献的基础上,选择了2家有代表性的企业进行实地典型调查,搜集了29份企业社会责任报告,对337名人事从业者进行了问卷调查,采用理论与实证相结合、定性分析与定量分析相结合的研究方法完成了研究。
西方企业的员工社会责任管理已形成了较为完善的管理体系,不仅拥有丰富的管理内容,构建了多层面的价值引导,还探索出系统的管理实施方法。进一步的分析发现,现代西方企业员工社会责任管理的成功运作,离不开西方国家的人文背景和众多利益相关者的推动与支持,良好的人文背景使得顾客、股东和供销商以市场驱动的方式推动了企业的责任管理,工会、行业协会和人权保护组织等非政府组织以公正、独立的立场成为坚定的推动力量,政府的监管和推动也是促企业成功履责的重要条件之一。探讨这些条件的存在及影响对于推进中国企业员工社会责任管理具有积极的意义。
相较于员工社会责任管理理论研究和实践在西方企业的发展,该课题的理论研究在中国还是一个新兴领域,但是中国企业的员工社会责任管理实践却早已有之,以国有企业为代表的一些优秀企业已经积累了较为丰富管理经验,并且在市场化进程中不断发展和锤炼这些经验,具体表现在员工权益保护、民主公开管理、企业文化建设和福利保障等多个方面。近几年来,主动发布企业社会责任报告并承担相应责任已经成为部分社会意识较强企业的共识。同时,我们也必须承认,中国在企业员工社会责任的管理实践中仍然存在诸多问题,表现在责任管理主体缺位错位、责任管理内容较窄、管理水平整体较低、基本权益保护不足等方面。这些问题的出现与中国现行制度、经济和文化方面的种种不足密切相关,这些不足同时也制约着企业员工社会责任管理选择。
依据中国学者欧阳润平提出的义利共生论,可以将中国企业员工社会责任管理类型划分为义利对立型、义利共存型、义利共溶型和义利共生型四种,义利对立型源于义利对立的错误观念,而后三种类型则是义利统一的集中体现。中国企业需要结合企业自身实际情况,依循底线正义、实事求是和循序渐进的原则选择员工社会责任管理类型。结合中国社会、经济和文化的现实,不适宜对中国大多数企业提更高的责任要求,依据中国现行劳动法律法规和相关责任标准进行管理即义利共存型是中国企业的主流选择,而且,义利共存型是义利共溶型和义利共生型两种类型的基础,这种选择客观上有利于鼓励中国大部分企业承担相应责任,在持续的履责过程中逐步挖掘和分享履行社会责任对企业和社会发展的积极意义,进而在更广的范围和更深的层次上承担社会责任。
义利共存型企业员工社会责任管理对企业管理者和人事从业者提出了新的挑战,要求管理者成为员工社会责任管理的设计者、推行者和调控者,人事从业者成为员工利益与企业利益的平衡者,国家劳动法律的捍卫者与执行者、员工社会责任管理的引导者与推动者。责任管理委员会、工会和人事部门职能的明确为督促企业改进员工社会责任管理提供了良好的组织保证。同时,管理者还需要颁布社会责任管理制度,规范企业内部的正式与非正式制度。管理实施途径从两个方面展开:一是依照法律和责任标准对企业内部管理活动进行循环改进,即分别在计划、执行、审核、处理等阶段加强对企业活动的约束。二是监控和分析外部可能对企业产生影响的公共社会议题,制定管理应对方案以提高管理的预见性和有效性。最后,管理的顺利推行还有赖于企业内部管理体系的支撑,也有赖于外部社会保障体系、社会监督体系、社会评价体系的合力保障,提高全民的公民意识也是管理活动取得成功的关键之一。
Employee is one of the most important stakeholders and starting point that enterprises fulfill their social responsibility. In recent years Chinese enterprises encounter a great social responsibility crisis, it requires the corporate to implement corporate social responsibility voluntarily and urgently objectively, explore effective corporate social responsibility management method. But domestic academic research on corporate social responsibility is still at the initial stage, they discuss the corporate social responsibility and its standards widely, but staying at theory of deducing and the response plan to responsibility standard. There are few articles that relate to employee social responsibility management, which provide real basement and possibility for my research. This paper bases on the justice theory and Co-generation of righteousness and benefit theory, aims to explore corporate social responsibility management thinking and the practice of specific ways on the basis of carding theoretical study and practical experience home and abroad. In view of Chinese’s corporate social responsibility database has not been established yet, it is the difficult to compare the data horizontally, we select two representative companies and made typical survey on the basis of studying a wide range of relevant literature search, and collect 29 corporate social responsibility reports, conduct a survey to 337 personnel practitioners, and complet the research by combining theoretical and empirical, qualitative analysis and quantitative analysis research methods.
Western practice of corporate social responsibility has formatted a system, it is of not only rich content, a multi-level value guide, but also explore system options for the management. Further analysis finds that the successful operation of modern western employee management of social responsibility can not be separated from the humanities background and many stakeholders’promotion and support. Good humanities background makes customers, shareholders and supplier promote the company's responsibility management in a market-driven approach. Trade unions, trade associations and human rights protection organizations and other non-governmental organizations become the strong driving force at an impartial and independent position. The government supervision and promotion also is one of the successful conditions. Discussing existence and impact of these conditions has a positive meaning to promote the Chinese enterprises social responsibility management.
In contrast to the development of the employee social responsibility management theory research and practice in west the enterprises, CSR management research is still a new field in China, the practice of CSR management has existed for a long time; some excellent enterprises have accumulated much experience, and keep developing these experiences continuously in the market. At present, publish corporate social responsibility report has become consensus of corporate with strong social responsibility sense. At the same time, we must recognize that there are many problems in specific CSR practice; these problems have great relationship closely with various deficiencies of Chinese current system, economic and cultural fields.
According to Co-generation of righteousness of Chinese scholars Ouyang runping, Chinese enterprises social responsibility management can be divided into the following four types: the management of righteousness and benefit confrontation type, the management of righteousness and benefit co-existence type, the management of righteousness and benefit confusion type, the management of righteousness and benefit co-generation type. The first type comes from the wrong idea of righteousness and benefit, and the other three types are concentrated reflection of unity righteousness and benefit. Chinese enterprises need to combine their own actual situation, follow the bottom line of justice, seeking truth from facts and fulfilling the responsibility gradually, and then choose the type of social responsibility management. Considering social, economic and cultural realities of China, it is not proper to mention a higher responsibility demands to the majority of our business enterprise. It is better to run the business according to our country’s current labor laws and regulations and relevant standards, which means the management of righteousness and benefit co-existence type is main choice of Chinese enterprises. Moreover, this choice is good for encouraging most enterprises conduct responsibility, assumed responsibility in the ongoing process of gradually mining and sharing positive significance that fulfill their social responsibilities to enterprises and social development, conduct the responsibility in a broader context and deeper level.
The management of righteousness and benefit co-existence type demands a new challenge to the enterprise managers and personnel practitioners, it demands the manager become the designer, promoter and controller, and also requires personnel practitioners to make a balance between employee and company benefit, defend and implement the country’s labor law, guide and promote the management. The existence of responsibility management Committee and trade unions provide a good organizational guarantee to urge the enterprises to improve the social responsibility of the management. At the same time, managers also need to promulgate the social responsibility management, standardize enterprise regulations include the formal and informal system. The implementation of management is from two aspects: Firstly, it needs to make the cycle improvement to internal management activities to strengthen constraints of the business activities the in accordance with the law and standards of corporate responsibility; it is planning, implementation, examination, treatment stage. Secondly, it needs to monitor and analysis public social issues that are likely to have an impact on the enterprise, make management program to improve management predictability and efficiency. Finally, management also depends on the smooth implementation of internal management system of support, and external social security system, social system of supervision and evaluation system of social protection efforts, moreover, improve the people's civic awareness and management activities is one of the key to the success.
西方企业的员工社会责任管理已形成了较为完善的管理体系,不仅拥有丰富的管理内容,构建了多层面的价值引导,还探索出系统的管理实施方法。进一步的分析发现,现代西方企业员工社会责任管理的成功运作,离不开西方国家的人文背景和众多利益相关者的推动与支持,良好的人文背景使得顾客、股东和供销商以市场驱动的方式推动了企业的责任管理,工会、行业协会和人权保护组织等非政府组织以公正、独立的立场成为坚定的推动力量,政府的监管和推动也是促企业成功履责的重要条件之一。探讨这些条件的存在及影响对于推进中国企业员工社会责任管理具有积极的意义。
相较于员工社会责任管理理论研究和实践在西方企业的发展,该课题的理论研究在中国还是一个新兴领域,但是中国企业的员工社会责任管理实践却早已有之,以国有企业为代表的一些优秀企业已经积累了较为丰富管理经验,并且在市场化进程中不断发展和锤炼这些经验,具体表现在员工权益保护、民主公开管理、企业文化建设和福利保障等多个方面。近几年来,主动发布企业社会责任报告并承担相应责任已经成为部分社会意识较强企业的共识。同时,我们也必须承认,中国在企业员工社会责任的管理实践中仍然存在诸多问题,表现在责任管理主体缺位错位、责任管理内容较窄、管理水平整体较低、基本权益保护不足等方面。这些问题的出现与中国现行制度、经济和文化方面的种种不足密切相关,这些不足同时也制约着企业员工社会责任管理选择。
依据中国学者欧阳润平提出的义利共生论,可以将中国企业员工社会责任管理类型划分为义利对立型、义利共存型、义利共溶型和义利共生型四种,义利对立型源于义利对立的错误观念,而后三种类型则是义利统一的集中体现。中国企业需要结合企业自身实际情况,依循底线正义、实事求是和循序渐进的原则选择员工社会责任管理类型。结合中国社会、经济和文化的现实,不适宜对中国大多数企业提更高的责任要求,依据中国现行劳动法律法规和相关责任标准进行管理即义利共存型是中国企业的主流选择,而且,义利共存型是义利共溶型和义利共生型两种类型的基础,这种选择客观上有利于鼓励中国大部分企业承担相应责任,在持续的履责过程中逐步挖掘和分享履行社会责任对企业和社会发展的积极意义,进而在更广的范围和更深的层次上承担社会责任。
义利共存型企业员工社会责任管理对企业管理者和人事从业者提出了新的挑战,要求管理者成为员工社会责任管理的设计者、推行者和调控者,人事从业者成为员工利益与企业利益的平衡者,国家劳动法律的捍卫者与执行者、员工社会责任管理的引导者与推动者。责任管理委员会、工会和人事部门职能的明确为督促企业改进员工社会责任管理提供了良好的组织保证。同时,管理者还需要颁布社会责任管理制度,规范企业内部的正式与非正式制度。管理实施途径从两个方面展开:一是依照法律和责任标准对企业内部管理活动进行循环改进,即分别在计划、执行、审核、处理等阶段加强对企业活动的约束。二是监控和分析外部可能对企业产生影响的公共社会议题,制定管理应对方案以提高管理的预见性和有效性。最后,管理的顺利推行还有赖于企业内部管理体系的支撑,也有赖于外部社会保障体系、社会监督体系、社会评价体系的合力保障,提高全民的公民意识也是管理活动取得成功的关键之一。
Employee is one of the most important stakeholders and starting point that enterprises fulfill their social responsibility. In recent years Chinese enterprises encounter a great social responsibility crisis, it requires the corporate to implement corporate social responsibility voluntarily and urgently objectively, explore effective corporate social responsibility management method. But domestic academic research on corporate social responsibility is still at the initial stage, they discuss the corporate social responsibility and its standards widely, but staying at theory of deducing and the response plan to responsibility standard. There are few articles that relate to employee social responsibility management, which provide real basement and possibility for my research. This paper bases on the justice theory and Co-generation of righteousness and benefit theory, aims to explore corporate social responsibility management thinking and the practice of specific ways on the basis of carding theoretical study and practical experience home and abroad. In view of Chinese’s corporate social responsibility database has not been established yet, it is the difficult to compare the data horizontally, we select two representative companies and made typical survey on the basis of studying a wide range of relevant literature search, and collect 29 corporate social responsibility reports, conduct a survey to 337 personnel practitioners, and complet the research by combining theoretical and empirical, qualitative analysis and quantitative analysis research methods.
Western practice of corporate social responsibility has formatted a system, it is of not only rich content, a multi-level value guide, but also explore system options for the management. Further analysis finds that the successful operation of modern western employee management of social responsibility can not be separated from the humanities background and many stakeholders’promotion and support. Good humanities background makes customers, shareholders and supplier promote the company's responsibility management in a market-driven approach. Trade unions, trade associations and human rights protection organizations and other non-governmental organizations become the strong driving force at an impartial and independent position. The government supervision and promotion also is one of the successful conditions. Discussing existence and impact of these conditions has a positive meaning to promote the Chinese enterprises social responsibility management.
In contrast to the development of the employee social responsibility management theory research and practice in west the enterprises, CSR management research is still a new field in China, the practice of CSR management has existed for a long time; some excellent enterprises have accumulated much experience, and keep developing these experiences continuously in the market. At present, publish corporate social responsibility report has become consensus of corporate with strong social responsibility sense. At the same time, we must recognize that there are many problems in specific CSR practice; these problems have great relationship closely with various deficiencies of Chinese current system, economic and cultural fields.
According to Co-generation of righteousness of Chinese scholars Ouyang runping, Chinese enterprises social responsibility management can be divided into the following four types: the management of righteousness and benefit confrontation type, the management of righteousness and benefit co-existence type, the management of righteousness and benefit confusion type, the management of righteousness and benefit co-generation type. The first type comes from the wrong idea of righteousness and benefit, and the other three types are concentrated reflection of unity righteousness and benefit. Chinese enterprises need to combine their own actual situation, follow the bottom line of justice, seeking truth from facts and fulfilling the responsibility gradually, and then choose the type of social responsibility management. Considering social, economic and cultural realities of China, it is not proper to mention a higher responsibility demands to the majority of our business enterprise. It is better to run the business according to our country’s current labor laws and regulations and relevant standards, which means the management of righteousness and benefit co-existence type is main choice of Chinese enterprises. Moreover, this choice is good for encouraging most enterprises conduct responsibility, assumed responsibility in the ongoing process of gradually mining and sharing positive significance that fulfill their social responsibilities to enterprises and social development, conduct the responsibility in a broader context and deeper level.
The management of righteousness and benefit co-existence type demands a new challenge to the enterprise managers and personnel practitioners, it demands the manager become the designer, promoter and controller, and also requires personnel practitioners to make a balance between employee and company benefit, defend and implement the country’s labor law, guide and promote the management. The existence of responsibility management Committee and trade unions provide a good organizational guarantee to urge the enterprises to improve the social responsibility of the management. At the same time, managers also need to promulgate the social responsibility management, standardize enterprise regulations include the formal and informal system. The implementation of management is from two aspects: Firstly, it needs to make the cycle improvement to internal management activities to strengthen constraints of the business activities the in accordance with the law and standards of corporate responsibility; it is planning, implementation, examination, treatment stage. Secondly, it needs to monitor and analysis public social issues that are likely to have an impact on the enterprise, make management program to improve management predictability and efficiency. Finally, management also depends on the smooth implementation of internal management system of support, and external social security system, social system of supervision and evaluation system of social protection efforts, moreover, improve the people's civic awareness and management activities is one of the key to the success.
引文
[1]邓瑾.保卫劳动合同法——一场震动全国的立法博弈.南方周末, 2007-5-24
[2] Carroll, A. B. The Pyramid of Corporate Social Responsibility: Toward the Moral Management of Organizational Stakeholders. Business Horizons, 1991, 34(4): 39- 4
[3] Sethi, S. P. Dimensions of Corporate Social Performance: An Analytic Framework. California Management Review, 1975, (17): 58-64
[4]斯蒂芬·P·罗宾斯.管理学.北京:中国人民大学出版社, 1997, 94-101
[5]周祖城.企业社会责任:视角、形式与内涵.理论学刊, 2005, (2): 58-61
[6] Ernst, Ernst. Social responsibility Disclosure. Cleveland :Ernst & Ernst, 1971
[7]周国银,张少标. SA8000: 2001——社会责任国际标准实施指南.深圳:海天出版社, 2002
[8] Isabelle Maignan, David A.Ralston. Corporate Social Responsibility in Europe and the U.S: Insights from Businesses Self-Presentations. Journal of International Business Studies, 2002, (3): 497-514
[9] Jones, T.M. Corporate Social Responsibility Revisited, Redefined. California Management Review, 1980, (2): 59-67
[10] McWilliams A, Siegel D. Corporate Social Responsibility: A Theory of the Firm Perspective. Academy of Management Review, 2001, 26(1): 117–127
[11]佟新.全球化中国劳动制度变迁的轨迹.跨国公司的社会责任与中国社会, 2003, 174-188
[12]樊纲,张晓晶.中国市场化进程面临的挑战.北京:企业家价值取向——中国企业家成长与发展报告, 2004, 104-110
[13] Davis Keith, Blomstrom Robert L. Business Society and Environment. McGraw- Hill Book Company, 1971, 91
[14] Ackerman Bobert W, Baucer Raymond.Corporate Social Responsiveness: The Modern Dilema, Reston Publishing Company, Inc., 1976
[15] Wood, D.J. Corporate Scial Prformance Rvisited Academy of Management Review, 1991, 16(4): 691-718
[16] McWilliams A, Siegel D. Corporate Social Responsibility: A Theory of the Firm Perspective. Academy of Management Review, 2001, 26(1): 117-127
[17] Michael E. Porter, Mark R. Kramer Strategy and Society: The Link BettweenCompetitive Advantage and Corporate Social Responsibility. Harvard Business Review, 2006, (12): 78-92
[18] Smith, N.C. Corporate Social Responsibility: Whether or how?. California Management Review, 2003, 45(4): 52-76
[19] Epstein, M. J, Roy, M.J. Sustainability in Action: Identifying and Measuring the Key Performance Drivers. Long Range Planning, 2001, 34: 585-604
[20] Burke, L, Logsdon, J. M. How Corporate Social Responsibility Pays off. Long Range Planning, 1996: 29(4): 495-502
[21] De Colle, S, Gonella, C. The Social and Ethical Alchemy: An Integrative Approach to Social and Ethical Accountability. Business Ethics: A European Review, 2002, 11(1): 86-96
[22] Waddock, Sandra A., Charles Bodwell, Samuel B.Graves. Responsibility: The New Business Imperative. Academy of Management Executive, 2002, 16(2): 132- 148
[23]乔治恩德勒.国际经济伦理.北京:北京大学出版社, 2003, 280-281
[24]帕特利霞H威尔汉,塔拉拉丁,诺曼博威.就业和员工权利.北京:北京大学出版社, 2005, 187
[25]乔治恩德勒.国际经济伦理.北京:北京大学出版社, 2003, 410
[26] James Werbel, Michael H.Walter, Changing Views of Work and Family Roles a Symbiotic Perspective. Human Resource Management Review, 2002, 12, 293-298
[27] Fried, M. Taking Time: Parental Leave Policy and Corporate Culture. Philadelphia: Temple University Press, 1998
[28] Saroj Parasuraman, Jeffrey H. Greenhaus.Toward Reducing Some Critical Gaps in Work-family Research. Human Resource Management Review, 2002, (12): 299-312
[29]瓦莱丽J萨瑟兰和卡里L库珀.战略压力管理——组织的方法.北京:经济管理出版社, 2003, 1
[30] Ciulla, .J. The Working Life. New York: Random House Times Books, 2000, 226
[31] Bowie, .N.Enpowering People as an End to Business. The Netherlands: Kluwer Academic Publisher, 1991, 105-112
[32] Gini, A,. R.My job My self. New York: Routledge, 2000, 53
[33] Martin, M. Meaningful Work. New York: Oxford University Press, 2000, 28
[34] Herzberg, F.B. One More Time: How do you Motivate Employees?. Harvard Business Review, 1987, 65(4):109-120
[35] Kara A. Arnold, Nick Turner, Julian Barling. Transformational Leadership andPsychological Well-being: The Mediating Role of Meaningful Work. Journal of Occupational Health Psychology, 2007, 12(3): 193–203
[36]阿奇B·卡罗尔.企业与社会伦理与利益相关者管理.北京:机械工业出版社. 2004, 45-46
[37] Freeman R E. Strategic Management: A Stakeholder Approach. Pitman: University Of Minnesota. 1984, 25
[38]法约尔.工业管理与一般管理.北京:中国社会科学出版社, 1998, 38
[39]查尔斯·汉迪.周旭华译.觉醒的年代.北京:中国人民大学出版社, 2007, 13
[40]托马斯唐纳森,托马斯邓菲.有约束力的关系——对企业伦理学的一种社会契约论的研究.上海:上海社会科学院出版社, 2001
[41] Carson,T., Wokutch,R., Murrmann,K.Bluffing in Labor Negotiations:Legal and Ethic Issues. Journal of Business Ethics, 1982, (1): 13-22
[42] Bowie, N. hould Collective Bargaining and Labor Relations Be Less Adversarial? Journal of Business Ethics, 1985, (4): 91
[43] Post, F. Collaborative Collective Bargaining: Toward an Ethically Defensible Approach to Labor Negotiations. Journal of Business Ethics, 1990, (9): 495-508
[44] Pateman,c. Participation and Democratic Theory. Cambridge: Cambridge University Press, 1970
[45] Robbins,S.P. Organizational Behavio.London:Prentice Hall,1989
[46]陈彩虹.令人震惊的“佳能革命”.南风窗, 2005, (2) : 60-63
[47] Pietra Rivoli. Labor Standards in the Global Economy: Issues for Investors. Journal of Business Ethics, 2003, 43: 223–232
[48]大卫?H?梅斯特.说道做到——提高公司执行力的管理方法.哈尔滨:哈尔滨出版社, 2003
[49]谭深,刘开明.跨国公司的社会责任与中国社会.北京:社会科学文献出版社, 2003: 130
[50]环境与发展研究所.企业社会责任在中国.北京:经济科学出版社, 2004, 291-296
[51]李丽.国际贸易的新屏障—社会责任管理体系(SA8000).中国纺织, 2003, (12):58-60
[52]梁桂全,黎友焕. SA8000削弱珠三角出口企业竞争力. WTO经济导刊2004, (7): 80-83
[53]钱箭星,肖巍.社会责任标准(SA8000)与劳动者维权.复旦学报(社会科学版), 2005, (4): 120-125
[54]杜中臣.企业的社会责任及其实现方式.中国人民大学学报, 2005,(4): 39-46
[55]董振华.又一个世界浪潮:企业社会责任运动.学习月刊, 2005, (7): 42-44
[56]刘立燕.企业可持续发展的战略选择:社会责任管理.经济与管理, 2004, 18 (12): 87-89
[57]黄文彦,蓝海林.基于三底线战略的中国企业社会责任管理思路.商业时代, 2006, (4): 53-54
[58]王大超,张丽莉.中国企业社会责任现状与提升措施.北方论丛, 2005, (2):142-144
[59]徐二明,郑平.国际化经营中的企业社会责任.软科学, 2006 , (4): 53-57
[60]李碧珍.企业社会责任缺失:现状·根源·对策——以构建和谐社会为视角的解读.企业经济, 2006, (6): 13-16
[61]刘祖斌.论社会责任风险及其管理.中国管理信息化, 2006, (8): 9-11
[62]姚艳虹等.论企业的人权责任.商场现代化, 2005, (9): 97-98
[63]李忠鹏,雷佑新.企业劳动者权益:从虚化到归位.社会科学研究, 2005, (6): 34-38
[64]陈宏辉,贾生华.企业利益相关者三维分类的实证分析.经济研究, 2004, (4): 80-90
[65]张连营,秦沛.从社会责任国际标准看中国建筑企业社会责任管理体系的构建.天津大学学报(社会科学版), 2007, 9(5): 416-419
[66]姜启军.浅析企业社会责任战略管理和实施.江淮论坛, 2007, (2): 42-46
[67]郭沛源.波特——企业社会责任的战略模型.中外管理, 2007, (10): 54-55
[68] Gerard I. J. M. Zwetsloot. From Management Systems to Corporate Social Responsibility. Journal of Business Ethics, 2003, 44: 201–207
[69]罗尔斯.正义论.北京:中国社会科学出版社. 1997, 60-67
[70]何怀宏.公平的正义——解读罗尔斯《正义论》.济南:山东人民出版社, 2002, 14-15
[71]张卫明.罗尔斯“差别原则”的中国语境解读.道德与文明, 2006, (3): 61-63
[72]欧阳润平.义利共生论——中国企业伦理研究.长沙:湖南人民出版社, 2000, 49-60
[73]欧阳润平.企业伦理学——培育企业道德实力的理论与方法.长沙:湖南人民出版社, 2003, 68-87
[74] Elizabeth Gatewood, Archie B. Carroll. The Anatomy of Corporate Social Response:The Rely, Firestone 500, and Pinto Cases. Bussiness Horizons, 1981, 24(5):9-16
[75]刘鹰,般格非.欧洲工会在企业社会责任推进中的作用.责任竞争力, 2006, (11): 88-89
[76]王长存.实事求是也是一种美德.道德与文明, 2001, (6): 4-8
[77]罗宾保罗马洛伊.法律和市场经济——法律经济学价值的重新诠释.北京:法律出版社, 2006, 48-50
[78]丹尼尔·A·雷恩.管理思想的演变.北京:中国社会科学出版社, 1997, 77
[79]加里·海尔,华伦·贝尼斯,德博拉·C·斯蒂芬斯.以人为本——管理大师麦格雷戈论企业中的人性.海口海南出版社, 2003, 142
[80]乔治.斯蒂纳,约翰.斯蒂纳.企业·政府与社会.北京:华夏出版社, 2002, 640- 641
[81]小托马斯·沃森.一个企业的信念.北京:中信出版社, 2003, 18-19
[82]托马斯·彼得斯,罗伯特·沃特曼.追求卓越.北京:华夏出版社, 2002, 138-140
[83]肖连兵.承担社会责任是企业的境界.光明日报, 2006-04-27(12)
[84]编者.对话:实践企业公民责任. 21世纪商业评论, 2005, (17): 141-151
[85] Dirk Matten, Andrew Crane, Wendy Chapple. Behind the Mask: Revealing the True Face of Corporate Citizenship. Journal of Business Ethics, 2003, 45: 109- 120
[86]彼德·德鲁克.管理的实践.北京:机械工业出版社, 2006, 38
[87]殷格非,于志宏,崔生详.责任竞争力——全球企业社会责任最佳实践.北京:企业管理出版社, 2006, 359-360
[88]亨利·福特.我的生活与工作.北京:北京邮电大学出版社会, 2005, 81-82
[89]鲁全,饶伟国.员工福利在借鉴中发展.中国社会保障, 2005, (2): 59-60
[90]詹姆斯E波斯特,安妮T劳伦斯,詹姆斯韦伯.企业与社会:公司战略、公共政策与伦理.北京:中国人民大学出版社, 2005, 430
[91]约翰·布里顿,杰弗里·高德.人力资源管理理论与实践.北京:经济管理出版社, 2005, 180
[92]中国企业家调查系统.企业家看社会责任——2007中国企业家成长与发展报告.北京:机械工业出版社, 2007, 20
[93]编者.企业社会责任报告渐成风景——记首届中国企业社会责任报告国际研讨会. WTO经济导刊, 2007, (8): 36-38
[94] George Molenkamp.企业社会责任报告的国际化发展趋势. WTO经济导刊, 2007, (8): 38-39
[95] Ronald Paul Hill, Thomas Ainscough, Todd Shank,Daryl Manullang. Corporate Social Responsibility and Socially Responsible Investing: A Global Perspective. Journal of Business Ethics, 2006, (2): 165-174
[96]蒋建国.西方消费文化理论研究的发展?演变与反思.消费经济, 2005, (6):84-88
[97]沈琴琴.西方工会参与促进就业、维护工人劳动就业权益的基本经验及其启示.中国劳动关系学院学报, 2006, (4): 1-6
[98]吴福顺. 34家企业发布社会责任报告国企占八成. WTO经济导刊, 2007, (8): 21
[99]徐小洪.论国有企业民主管理制度基本内涵.北京市工会干部学院学报, 2007, 22(1): 20-24
[100]编者.厂务公开迈新步,民主管理见实效——部分国有企业厂务公开工作经验集萃.中国监察, 2005, (12): 30-35
[101]张国林,刘星,曾宏,龙启蒙.中国国有企业职工民主评议制度的博弈分析.西南师范大学学报(自然科学版) :2004, 29(4): 591-594
[102]孙殿东,蔺艳芳,苏明吾.主人翁责任感与国有企业的效率.经济经纬, 1997, (2): 33-35
[103]刘文仓.劳动竞赛依然是推动企业发展的动力.工会论坛——山东省工会管理干部学院学报. 2001, (4): 39-40
[104]游旭平,裘益政.浙江优秀民营企业走可持续发展之路的理论与实践.华东经济管理, 2005, 19(2): 15-17
[105]李连仲.新歌德巴赫猜想——青岛港落实科学发展观实现“1>2”发展模式的实证研究.经济科学出版社, 2007, 251
[106]杨丽萍.企业公民:少数者的荣耀与多数者的缺席.企业文化, 2006,(4): 23-27
[107]冉毅波.七国企业社会责任调查——美国人力资源管理协会(SHRM)调查报告. WTO经济导刊, 2007, (5): 66-68
[108]黄孟复.中国民营企业劳动关系状况调查.北京:中国财政经济出版社, 2008
[109]卫生部. 2006年中国卫生统计年鉴.北京:中国协和医科大学出版社2006
[110]张冉燃.职业病威胁中国两亿人口.瞭望新闻周刊, 2007, (19): 25-27
[111]宋梅.企业社会责任监督博弈模型探析.集团经济研究, 2006, (2): 137-138
[112]刘轩.北京市行业协会的现状、问题及对策建议.宏观经济研究, 2006, (11): 50-53
[113]翦继志.国有企业社会责任实现机制的法学思考.中南财经政法大学学报, 2006 , (3):133-136
[114]朱爱武.工会在构建企业社会责任中的作用.上海企业家, 2007, (7): 10-12
[115]孙德强.中国现代工会法律制度构建.北京:中国法制出版社, 2007
[116]马克思.资本论.北京:人民出版社, 1975, 829
[117]潘石,孙世强.中国私营资本原始积累“原罪”说辨析.江汉论坛, 2006, (6): 43-46
[118]陈晓枫,陈筱铁.论中国制造业的廉价劳动力与比较优势陷阱.福州大学(哲学社会科学版), 2005, (4): 24-28
[119]杜爽.一词之差的价值.中国经营报, 2005-5-30
[120]赵小仕,陈全明.论劳动关系中的企业社会责任.当代财经, 2008, (2): 69-73
[121]代鹏举,刘海龙.社会责任投资在国外的实践及在中国的发展前景.科技进步与对策, 2005, (7): 20-22
[122]彼得斯坦,约翰香德.西方社会的法律价值.北京:中国法制出版社, 2004, 42-80
[123]金立印.企业社会责任运动测评指标体系实证研究——消费者视角.中国工业经济, 2006, (6): 114-120
[124]郑广怀.从消费者调查看中国社会公众的反映.跨国公司的社会责任与中国社会, 2003: 194-209
[125]刘鹰,般格非.欧洲工会在企业社会责任推进中的作用.责任竞争力, 2006, (11): 88-89
[126]迈克尔洛赛,苏麦辛吉,达夫尤里奇.人力资源管理的未来.北京:高等教育出版社, 2005, 328-335
[127]Turnow, W.W. The Codifications Project and its Importance to Professionalism. Personnel Administrator, 1984,(6): 84-100
[128]Storey. J. Developments in the Management of Human Resource. Blackwell, 1992, 5-10
[129]帕特利霞H威尔汉,塔拉拉丁,诺曼博威.就业和员工权利.北京:北京大学出版社, 2005, 187
[130]刘唐宇.论“人的全面发展”理论指导下的人力资源管理.江西农业大学学报(社会科学版), 2005, 4(1): 126-129
[131]诺瑞娜赫兹.当企业收购国家.杭州:浙江人民出版社, 2007
[132]约翰W巴德.人性化的雇佣关系.北京:北京大学出版社, 2007
[133]黎友焕. SA8000与中国企业社会责任建设.北京:中国经济出版社, 2004
[134]高小玲,李郸,苏勇.转型期国有企业改革的伦理困惑与破解——基于中国的实践和西方的经验.财经科学, 2006, (3): 38-45
[135]青连斌.社会问题的界定和成因.中共中央党校学报, 2002, 6(3): 97-102
[136]默里·韦登鲍姆.全球市场中的企业与政府.上海:上海三联书店/上海人民出版社., 2002, 481
[137]林小霞.提高供应链生产力助益企业社会责任——FIT5工厂提升培训项目报告. WTO经济导刊, 2007, (6): 44-46
[138]阳秋林.社会责任会计与传统企业会计的比较.现代会计,2000, (3):5-7
[139]阳秋林.中国社会责任会计信息披露模式的架构.当代财经, 2005, (6): 121-124
[140]倪志良,赵春玲.中国社会保障改革的困境与政府责任缺失的相关分析.内蒙古大学学报(人文社会科学版), 2007, 39(6): 84-88
[141]陈文辉.关于完善社会保障体系的思考.中国金融, 2007, 23: 19-20
[142]谭兵.社会保险与企业社会责任.学术研究, 2005, (7): 83-88
[143]罗金明.基于和谐社会的社会责任会计理论框架研究.经济问题探索, 2006, (12): 148-152
[144]常凯.论政府在劳动法律关系中的主体地位和作用.中国劳动, 2004, (12): 4-7
[145]卢代富.企业社会责任的经济学与法学分析.北京:法律出版社,2002
[146]陈明添.公司的社会责任—对传统公司法基本理念的修正.东南学术, 2003, (6): 79-85
[147]曹绪红.浅议中国基层劳动监察.中国劳动关系学院学报, 2006, (6): 59-62
[148]施延亮,潘定国.公民法律素质考察.上海师范大学学报(哲学社会科学版).2005, 34(5): 33-38
[149]阿列克谢耶夫.法的一般理论(上册).北京:法律出版社, 1998, 206-207
[150]帕特里夏尤伊克,苏珊S西尔贝.法律的公共空间——日常生活中的故事.北京:商务印书馆, 2005
[151]周国银,张少标. SA8000:2001——社会责任国际标准实施指南.深圳:海天出版社, 2002, 11
[152]肯尼斯·克洛克,琼·戈德史密斯.管理的终结.北京:中信出版社, 2006, 162
[153]孙燕青,谢珊.中国企业社会责任推行困境之伦理批判.深圳大学学报(人文社会科学版), 2007: (7): 45-49
[2] Carroll, A. B. The Pyramid of Corporate Social Responsibility: Toward the Moral Management of Organizational Stakeholders. Business Horizons, 1991, 34(4): 39- 4
[3] Sethi, S. P. Dimensions of Corporate Social Performance: An Analytic Framework. California Management Review, 1975, (17): 58-64
[4]斯蒂芬·P·罗宾斯.管理学.北京:中国人民大学出版社, 1997, 94-101
[5]周祖城.企业社会责任:视角、形式与内涵.理论学刊, 2005, (2): 58-61
[6] Ernst, Ernst. Social responsibility Disclosure. Cleveland :Ernst & Ernst, 1971
[7]周国银,张少标. SA8000: 2001——社会责任国际标准实施指南.深圳:海天出版社, 2002
[8] Isabelle Maignan, David A.Ralston. Corporate Social Responsibility in Europe and the U.S: Insights from Businesses Self-Presentations. Journal of International Business Studies, 2002, (3): 497-514
[9] Jones, T.M. Corporate Social Responsibility Revisited, Redefined. California Management Review, 1980, (2): 59-67
[10] McWilliams A, Siegel D. Corporate Social Responsibility: A Theory of the Firm Perspective. Academy of Management Review, 2001, 26(1): 117–127
[11]佟新.全球化中国劳动制度变迁的轨迹.跨国公司的社会责任与中国社会, 2003, 174-188
[12]樊纲,张晓晶.中国市场化进程面临的挑战.北京:企业家价值取向——中国企业家成长与发展报告, 2004, 104-110
[13] Davis Keith, Blomstrom Robert L. Business Society and Environment. McGraw- Hill Book Company, 1971, 91
[14] Ackerman Bobert W, Baucer Raymond.Corporate Social Responsiveness: The Modern Dilema, Reston Publishing Company, Inc., 1976
[15] Wood, D.J. Corporate Scial Prformance Rvisited Academy of Management Review, 1991, 16(4): 691-718
[16] McWilliams A, Siegel D. Corporate Social Responsibility: A Theory of the Firm Perspective. Academy of Management Review, 2001, 26(1): 117-127
[17] Michael E. Porter, Mark R. Kramer Strategy and Society: The Link BettweenCompetitive Advantage and Corporate Social Responsibility. Harvard Business Review, 2006, (12): 78-92
[18] Smith, N.C. Corporate Social Responsibility: Whether or how?. California Management Review, 2003, 45(4): 52-76
[19] Epstein, M. J, Roy, M.J. Sustainability in Action: Identifying and Measuring the Key Performance Drivers. Long Range Planning, 2001, 34: 585-604
[20] Burke, L, Logsdon, J. M. How Corporate Social Responsibility Pays off. Long Range Planning, 1996: 29(4): 495-502
[21] De Colle, S, Gonella, C. The Social and Ethical Alchemy: An Integrative Approach to Social and Ethical Accountability. Business Ethics: A European Review, 2002, 11(1): 86-96
[22] Waddock, Sandra A., Charles Bodwell, Samuel B.Graves. Responsibility: The New Business Imperative. Academy of Management Executive, 2002, 16(2): 132- 148
[23]乔治恩德勒.国际经济伦理.北京:北京大学出版社, 2003, 280-281
[24]帕特利霞H威尔汉,塔拉拉丁,诺曼博威.就业和员工权利.北京:北京大学出版社, 2005, 187
[25]乔治恩德勒.国际经济伦理.北京:北京大学出版社, 2003, 410
[26] James Werbel, Michael H.Walter, Changing Views of Work and Family Roles a Symbiotic Perspective. Human Resource Management Review, 2002, 12, 293-298
[27] Fried, M. Taking Time: Parental Leave Policy and Corporate Culture. Philadelphia: Temple University Press, 1998
[28] Saroj Parasuraman, Jeffrey H. Greenhaus.Toward Reducing Some Critical Gaps in Work-family Research. Human Resource Management Review, 2002, (12): 299-312
[29]瓦莱丽J萨瑟兰和卡里L库珀.战略压力管理——组织的方法.北京:经济管理出版社, 2003, 1
[30] Ciulla, .J. The Working Life. New York: Random House Times Books, 2000, 226
[31] Bowie, .N.Enpowering People as an End to Business. The Netherlands: Kluwer Academic Publisher, 1991, 105-112
[32] Gini, A,. R.My job My self. New York: Routledge, 2000, 53
[33] Martin, M. Meaningful Work. New York: Oxford University Press, 2000, 28
[34] Herzberg, F.B. One More Time: How do you Motivate Employees?. Harvard Business Review, 1987, 65(4):109-120
[35] Kara A. Arnold, Nick Turner, Julian Barling. Transformational Leadership andPsychological Well-being: The Mediating Role of Meaningful Work. Journal of Occupational Health Psychology, 2007, 12(3): 193–203
[36]阿奇B·卡罗尔.企业与社会伦理与利益相关者管理.北京:机械工业出版社. 2004, 45-46
[37] Freeman R E. Strategic Management: A Stakeholder Approach. Pitman: University Of Minnesota. 1984, 25
[38]法约尔.工业管理与一般管理.北京:中国社会科学出版社, 1998, 38
[39]查尔斯·汉迪.周旭华译.觉醒的年代.北京:中国人民大学出版社, 2007, 13
[40]托马斯唐纳森,托马斯邓菲.有约束力的关系——对企业伦理学的一种社会契约论的研究.上海:上海社会科学院出版社, 2001
[41] Carson,T., Wokutch,R., Murrmann,K.Bluffing in Labor Negotiations:Legal and Ethic Issues. Journal of Business Ethics, 1982, (1): 13-22
[42] Bowie, N. hould Collective Bargaining and Labor Relations Be Less Adversarial? Journal of Business Ethics, 1985, (4): 91
[43] Post, F. Collaborative Collective Bargaining: Toward an Ethically Defensible Approach to Labor Negotiations. Journal of Business Ethics, 1990, (9): 495-508
[44] Pateman,c. Participation and Democratic Theory. Cambridge: Cambridge University Press, 1970
[45] Robbins,S.P. Organizational Behavio.London:Prentice Hall,1989
[46]陈彩虹.令人震惊的“佳能革命”.南风窗, 2005, (2) : 60-63
[47] Pietra Rivoli. Labor Standards in the Global Economy: Issues for Investors. Journal of Business Ethics, 2003, 43: 223–232
[48]大卫?H?梅斯特.说道做到——提高公司执行力的管理方法.哈尔滨:哈尔滨出版社, 2003
[49]谭深,刘开明.跨国公司的社会责任与中国社会.北京:社会科学文献出版社, 2003: 130
[50]环境与发展研究所.企业社会责任在中国.北京:经济科学出版社, 2004, 291-296
[51]李丽.国际贸易的新屏障—社会责任管理体系(SA8000).中国纺织, 2003, (12):58-60
[52]梁桂全,黎友焕. SA8000削弱珠三角出口企业竞争力. WTO经济导刊2004, (7): 80-83
[53]钱箭星,肖巍.社会责任标准(SA8000)与劳动者维权.复旦学报(社会科学版), 2005, (4): 120-125
[54]杜中臣.企业的社会责任及其实现方式.中国人民大学学报, 2005,(4): 39-46
[55]董振华.又一个世界浪潮:企业社会责任运动.学习月刊, 2005, (7): 42-44
[56]刘立燕.企业可持续发展的战略选择:社会责任管理.经济与管理, 2004, 18 (12): 87-89
[57]黄文彦,蓝海林.基于三底线战略的中国企业社会责任管理思路.商业时代, 2006, (4): 53-54
[58]王大超,张丽莉.中国企业社会责任现状与提升措施.北方论丛, 2005, (2):142-144
[59]徐二明,郑平.国际化经营中的企业社会责任.软科学, 2006 , (4): 53-57
[60]李碧珍.企业社会责任缺失:现状·根源·对策——以构建和谐社会为视角的解读.企业经济, 2006, (6): 13-16
[61]刘祖斌.论社会责任风险及其管理.中国管理信息化, 2006, (8): 9-11
[62]姚艳虹等.论企业的人权责任.商场现代化, 2005, (9): 97-98
[63]李忠鹏,雷佑新.企业劳动者权益:从虚化到归位.社会科学研究, 2005, (6): 34-38
[64]陈宏辉,贾生华.企业利益相关者三维分类的实证分析.经济研究, 2004, (4): 80-90
[65]张连营,秦沛.从社会责任国际标准看中国建筑企业社会责任管理体系的构建.天津大学学报(社会科学版), 2007, 9(5): 416-419
[66]姜启军.浅析企业社会责任战略管理和实施.江淮论坛, 2007, (2): 42-46
[67]郭沛源.波特——企业社会责任的战略模型.中外管理, 2007, (10): 54-55
[68] Gerard I. J. M. Zwetsloot. From Management Systems to Corporate Social Responsibility. Journal of Business Ethics, 2003, 44: 201–207
[69]罗尔斯.正义论.北京:中国社会科学出版社. 1997, 60-67
[70]何怀宏.公平的正义——解读罗尔斯《正义论》.济南:山东人民出版社, 2002, 14-15
[71]张卫明.罗尔斯“差别原则”的中国语境解读.道德与文明, 2006, (3): 61-63
[72]欧阳润平.义利共生论——中国企业伦理研究.长沙:湖南人民出版社, 2000, 49-60
[73]欧阳润平.企业伦理学——培育企业道德实力的理论与方法.长沙:湖南人民出版社, 2003, 68-87
[74] Elizabeth Gatewood, Archie B. Carroll. The Anatomy of Corporate Social Response:The Rely, Firestone 500, and Pinto Cases. Bussiness Horizons, 1981, 24(5):9-16
[75]刘鹰,般格非.欧洲工会在企业社会责任推进中的作用.责任竞争力, 2006, (11): 88-89
[76]王长存.实事求是也是一种美德.道德与文明, 2001, (6): 4-8
[77]罗宾保罗马洛伊.法律和市场经济——法律经济学价值的重新诠释.北京:法律出版社, 2006, 48-50
[78]丹尼尔·A·雷恩.管理思想的演变.北京:中国社会科学出版社, 1997, 77
[79]加里·海尔,华伦·贝尼斯,德博拉·C·斯蒂芬斯.以人为本——管理大师麦格雷戈论企业中的人性.海口海南出版社, 2003, 142
[80]乔治.斯蒂纳,约翰.斯蒂纳.企业·政府与社会.北京:华夏出版社, 2002, 640- 641
[81]小托马斯·沃森.一个企业的信念.北京:中信出版社, 2003, 18-19
[82]托马斯·彼得斯,罗伯特·沃特曼.追求卓越.北京:华夏出版社, 2002, 138-140
[83]肖连兵.承担社会责任是企业的境界.光明日报, 2006-04-27(12)
[84]编者.对话:实践企业公民责任. 21世纪商业评论, 2005, (17): 141-151
[85] Dirk Matten, Andrew Crane, Wendy Chapple. Behind the Mask: Revealing the True Face of Corporate Citizenship. Journal of Business Ethics, 2003, 45: 109- 120
[86]彼德·德鲁克.管理的实践.北京:机械工业出版社, 2006, 38
[87]殷格非,于志宏,崔生详.责任竞争力——全球企业社会责任最佳实践.北京:企业管理出版社, 2006, 359-360
[88]亨利·福特.我的生活与工作.北京:北京邮电大学出版社会, 2005, 81-82
[89]鲁全,饶伟国.员工福利在借鉴中发展.中国社会保障, 2005, (2): 59-60
[90]詹姆斯E波斯特,安妮T劳伦斯,詹姆斯韦伯.企业与社会:公司战略、公共政策与伦理.北京:中国人民大学出版社, 2005, 430
[91]约翰·布里顿,杰弗里·高德.人力资源管理理论与实践.北京:经济管理出版社, 2005, 180
[92]中国企业家调查系统.企业家看社会责任——2007中国企业家成长与发展报告.北京:机械工业出版社, 2007, 20
[93]编者.企业社会责任报告渐成风景——记首届中国企业社会责任报告国际研讨会. WTO经济导刊, 2007, (8): 36-38
[94] George Molenkamp.企业社会责任报告的国际化发展趋势. WTO经济导刊, 2007, (8): 38-39
[95] Ronald Paul Hill, Thomas Ainscough, Todd Shank,Daryl Manullang. Corporate Social Responsibility and Socially Responsible Investing: A Global Perspective. Journal of Business Ethics, 2006, (2): 165-174
[96]蒋建国.西方消费文化理论研究的发展?演变与反思.消费经济, 2005, (6):84-88
[97]沈琴琴.西方工会参与促进就业、维护工人劳动就业权益的基本经验及其启示.中国劳动关系学院学报, 2006, (4): 1-6
[98]吴福顺. 34家企业发布社会责任报告国企占八成. WTO经济导刊, 2007, (8): 21
[99]徐小洪.论国有企业民主管理制度基本内涵.北京市工会干部学院学报, 2007, 22(1): 20-24
[100]编者.厂务公开迈新步,民主管理见实效——部分国有企业厂务公开工作经验集萃.中国监察, 2005, (12): 30-35
[101]张国林,刘星,曾宏,龙启蒙.中国国有企业职工民主评议制度的博弈分析.西南师范大学学报(自然科学版) :2004, 29(4): 591-594
[102]孙殿东,蔺艳芳,苏明吾.主人翁责任感与国有企业的效率.经济经纬, 1997, (2): 33-35
[103]刘文仓.劳动竞赛依然是推动企业发展的动力.工会论坛——山东省工会管理干部学院学报. 2001, (4): 39-40
[104]游旭平,裘益政.浙江优秀民营企业走可持续发展之路的理论与实践.华东经济管理, 2005, 19(2): 15-17
[105]李连仲.新歌德巴赫猜想——青岛港落实科学发展观实现“1>2”发展模式的实证研究.经济科学出版社, 2007, 251
[106]杨丽萍.企业公民:少数者的荣耀与多数者的缺席.企业文化, 2006,(4): 23-27
[107]冉毅波.七国企业社会责任调查——美国人力资源管理协会(SHRM)调查报告. WTO经济导刊, 2007, (5): 66-68
[108]黄孟复.中国民营企业劳动关系状况调查.北京:中国财政经济出版社, 2008
[109]卫生部. 2006年中国卫生统计年鉴.北京:中国协和医科大学出版社2006
[110]张冉燃.职业病威胁中国两亿人口.瞭望新闻周刊, 2007, (19): 25-27
[111]宋梅.企业社会责任监督博弈模型探析.集团经济研究, 2006, (2): 137-138
[112]刘轩.北京市行业协会的现状、问题及对策建议.宏观经济研究, 2006, (11): 50-53
[113]翦继志.国有企业社会责任实现机制的法学思考.中南财经政法大学学报, 2006 , (3):133-136
[114]朱爱武.工会在构建企业社会责任中的作用.上海企业家, 2007, (7): 10-12
[115]孙德强.中国现代工会法律制度构建.北京:中国法制出版社, 2007
[116]马克思.资本论.北京:人民出版社, 1975, 829
[117]潘石,孙世强.中国私营资本原始积累“原罪”说辨析.江汉论坛, 2006, (6): 43-46
[118]陈晓枫,陈筱铁.论中国制造业的廉价劳动力与比较优势陷阱.福州大学(哲学社会科学版), 2005, (4): 24-28
[119]杜爽.一词之差的价值.中国经营报, 2005-5-30
[120]赵小仕,陈全明.论劳动关系中的企业社会责任.当代财经, 2008, (2): 69-73
[121]代鹏举,刘海龙.社会责任投资在国外的实践及在中国的发展前景.科技进步与对策, 2005, (7): 20-22
[122]彼得斯坦,约翰香德.西方社会的法律价值.北京:中国法制出版社, 2004, 42-80
[123]金立印.企业社会责任运动测评指标体系实证研究——消费者视角.中国工业经济, 2006, (6): 114-120
[124]郑广怀.从消费者调查看中国社会公众的反映.跨国公司的社会责任与中国社会, 2003: 194-209
[125]刘鹰,般格非.欧洲工会在企业社会责任推进中的作用.责任竞争力, 2006, (11): 88-89
[126]迈克尔洛赛,苏麦辛吉,达夫尤里奇.人力资源管理的未来.北京:高等教育出版社, 2005, 328-335
[127]Turnow, W.W. The Codifications Project and its Importance to Professionalism. Personnel Administrator, 1984,(6): 84-100
[128]Storey. J. Developments in the Management of Human Resource. Blackwell, 1992, 5-10
[129]帕特利霞H威尔汉,塔拉拉丁,诺曼博威.就业和员工权利.北京:北京大学出版社, 2005, 187
[130]刘唐宇.论“人的全面发展”理论指导下的人力资源管理.江西农业大学学报(社会科学版), 2005, 4(1): 126-129
[131]诺瑞娜赫兹.当企业收购国家.杭州:浙江人民出版社, 2007
[132]约翰W巴德.人性化的雇佣关系.北京:北京大学出版社, 2007
[133]黎友焕. SA8000与中国企业社会责任建设.北京:中国经济出版社, 2004
[134]高小玲,李郸,苏勇.转型期国有企业改革的伦理困惑与破解——基于中国的实践和西方的经验.财经科学, 2006, (3): 38-45
[135]青连斌.社会问题的界定和成因.中共中央党校学报, 2002, 6(3): 97-102
[136]默里·韦登鲍姆.全球市场中的企业与政府.上海:上海三联书店/上海人民出版社., 2002, 481
[137]林小霞.提高供应链生产力助益企业社会责任——FIT5工厂提升培训项目报告. WTO经济导刊, 2007, (6): 44-46
[138]阳秋林.社会责任会计与传统企业会计的比较.现代会计,2000, (3):5-7
[139]阳秋林.中国社会责任会计信息披露模式的架构.当代财经, 2005, (6): 121-124
[140]倪志良,赵春玲.中国社会保障改革的困境与政府责任缺失的相关分析.内蒙古大学学报(人文社会科学版), 2007, 39(6): 84-88
[141]陈文辉.关于完善社会保障体系的思考.中国金融, 2007, 23: 19-20
[142]谭兵.社会保险与企业社会责任.学术研究, 2005, (7): 83-88
[143]罗金明.基于和谐社会的社会责任会计理论框架研究.经济问题探索, 2006, (12): 148-152
[144]常凯.论政府在劳动法律关系中的主体地位和作用.中国劳动, 2004, (12): 4-7
[145]卢代富.企业社会责任的经济学与法学分析.北京:法律出版社,2002
[146]陈明添.公司的社会责任—对传统公司法基本理念的修正.东南学术, 2003, (6): 79-85
[147]曹绪红.浅议中国基层劳动监察.中国劳动关系学院学报, 2006, (6): 59-62
[148]施延亮,潘定国.公民法律素质考察.上海师范大学学报(哲学社会科学版).2005, 34(5): 33-38
[149]阿列克谢耶夫.法的一般理论(上册).北京:法律出版社, 1998, 206-207
[150]帕特里夏尤伊克,苏珊S西尔贝.法律的公共空间——日常生活中的故事.北京:商务印书馆, 2005
[151]周国银,张少标. SA8000:2001——社会责任国际标准实施指南.深圳:海天出版社, 2002, 11
[152]肯尼斯·克洛克,琼·戈德史密斯.管理的终结.北京:中信出版社, 2006, 162
[153]孙燕青,谢珊.中国企业社会责任推行困境之伦理批判.深圳大学学报(人文社会科学版), 2007: (7): 45-49