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    Please use this identifier to cite or link to this item: http://nccur.lib.nccu.edu.tw/handle/140.119/56309

    Title: 企業社會責任的實踐挑戰:宏碁爭取列入道瓊永續性指數個案探討
    The implementation challenge of corporate social responsibility:case study of Acer's Striving to Enter DJSI component list
    Authors: 謝書書
    Hsieh, Shu Shu
    Contributors: 郭炳伸
    Kuo, Biing Shen
    Hsieh, Shu Shu
    Keywords: 道瓊永續性指數
    DJSI, Dow Jones Sustainability Index
    CSR, Corporate Social Responsibility
    Date: 2011
    Issue Date: 2012-12-03 11:23:57 (UTC+8)
    Abstract: 企業社會責任的實踐,已然成為當前企業經營的「顯學」,企業以永續經營為思考主軸,是企業經營時不能漠視的動力。同時,評量企業社會責任實踐績效的機制也應運而生。雖然還沒有一套評量方式可以放諸四海皆準,但是企業社會績效與企業財務績效的正向關聯,日益獲得國際社會的認同,追求企業永續經營的永續性指數量化指標,則成為檢視企業社會責任執行效益的評分卡。

    The notion of ``Corporate Social Responsibility`` (CSR) has come to fall into place as a driver to sustain any companies' growth. While there have been lacking well recognized criteria to assess performance of companies that put CSR into actions, it has been found that their associated financial performance frequently signals the efforts. As a result, whether to be able to be listed in publicly accessible financial sustainability indexes provides a convenient yardstick for the companies enforcing the notion.

    In this study, given a goal to be a component in the Dow Jones Sustainability Index (DJSI), we evaluate in depth why Acer, an international brand personal computer company, has been motivated to assume the CSR as well as pursue the goal. The value-chain model is applied to gauge the strength and weakness in managements presently facing Acer. Serving other Taiwanese companies equally well, our analyses contribute to identify various dimensions in the value chain on which the company could make good improvements.
    Reference: 1.Campbell, John L. (2007), “Why Would Corporations Behave in Socially Responsible Ways? An Institutional Theory of Corporate Social Responsibility,“ Academy of Management Review, 32(3), p. 950-952
    2.Carroll, Archie B. (1979), “A Three-Dimensional Conceptual Model of Corporate Performance,” Academy of Management Review, 4(4), p. 497.
    3.Carroll, Archie B. (1991), “The Pyramid of Corporate Social Responsibility: Toward the Moral Management of Organization Stakeholders,” Business Horizons, July-August, p. 39.
    4.Carroll, Archie B. (1999), “Corporate Social Responsibility: Evolution of a Definitional Construct,” Business & Society, Vol. 38 No. 3, p. 268-269.
    5.Dahlsrud, Alexander (2008), “How Corporate Social Responsibility is Defined: An Analysis of 37 Definitions,” Corporate Social Responsibility and Environment Management, 15(1), p.1-3.
    6.Davis, Keith (1973), “The Case for and Against Business Assumption of Social Responsibilities”, Academy of Management Journal, Vol. 16, P. 312.
    7.Elkington, John (1998), Cannibals with Forks: the Triple Bottom Line of 21st Century Business (The Conscientious Commerce Series), New Society Publishers
    8.Kupers, Wendelin M. , “Integral Responsibilities for a Responsive and Sustainable Practice in Organization and Management,” Corporate Social Responsibility and Environment Management, 2011, I8, p. 137-139
    9.Porter, Michael E., Competitive Advantage: Creating and Sustaining Superior Performance (USA: Free Press, 1 edition, 1998)
    10.Porter, Michael E. and Kramer, Mark R. (2006), “Strategy and Society,” Harvard Business Review, Dec., 2006, p. 2-9
    11.Roberts, Russell (2002), The Invisible Heart-An Economic Romance, The MIT Press
    12.Spreckley, Freer (1981), Social Audit - A Management Tool for Co-operative Working, Beechwood College
    Description: 碩士
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0098932059
    Data Type: thesis
    Appears in Collections:[經營管理碩士學程EMBA] 學位論文

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