分 类 号：F275 密级：公开
论文编号： 2019020627
贵 州 大 学
2022 届硕士研究生学位论文
家族董事席位配置对家族企业社会责任
的影响研究
学科专业： 企业管理
研究方向：公司治理与财务管理
导 师： 许为宾
研 究 生：肖祺
中国﹒贵州﹒贵阳
2022 年 05 月
硕士学位论文答辩委员会名单
家族董事席位配置对家族企业社会责任的影响研究
答辩人：肖祺
答辩委员会委员：
贵州大学 教授: 杜滨 （主席）
贵州财经大学 教授:刘杰
贵州大学 教授: 冉光圭
贵州大学 副教授: 吕凡
贵州大学 副教授: 朱荣
答辩秘书：车婧娴 讲师
答辩时间：2022 年 05 月 22 日
答辩地点：管理学院
摘 要
多发的灾害事件使得家族企业在社会责任上的表现越来越受关注。从学术
界目前对家族企业社会责任的研究来看，家族企业在承担社会责任方面呈现出
较大的差异。而此种家族异质性行为的产生是由家族意愿与家族能力所共同决
定的。通过对家族企业董事会进行观察发现，家族企业之中存在着超额董事席
位控制的情形。此种对董事会差异化的控制程度可能会导致家族企业在承担社
会责任时表现不同的意愿与能力。因此，由此引申出来的问题是：家族董事席
位配置情况会如何影响家族企业的社会责任履行情况？
基于此，文章以 2010-2020 年中国沪深A 股家族企业为样本，进行实证检
验。研究发现：（1）家族董事席位超额控制程度越高时，家族企业的社会责任
表现会更好。（2）家族董事席位超额控制程度与家族企业社会责任履行情况的
正向关系在有二代涉入的家族企业中更加显著。（3）家族董事席位超额控制程
度与家族企业社会责任履行情况的正向关系，在有稳定型机构投资者的家族企
业中会更加显著。（4）处于成长期的家族企业，家族董事席位超额控制程度越
高时，家族企业的社会责任表现会更好。（5）处于成熟期的家族企业，家族董
事席位超额控制程度越高时，家族企业的社会责任表现会更好。（ 6）处于衰退
期的家族企业，家族董事席位超额控制程度对家族企业社会责任的作用不明显。
文章的研究贡献在于：（1）从家族董事会控制权差异来审视家族企业决策
的差异，有助于我们从更多的视角来理解家族企业承担社会责任的前置动因。
（2）将不同的治理情景纳入了家族企业董事会决策机制之中。从家族二代以及
非家族外部股东两方面更为全面地展示了各类情景因素对于家族董事席位超额
控制程度与家族企业社会责任的影响。（3）更为直观的了解了家族企业在不同
时期，社会责任履行偏好上的差异。
关键词：家族企业；董事席位配置；企业社会责任；二代涉入；机构投资
者异质性
IABSTRACT
The frequent occurrence of disasters has made the performance of family
companies in social responsibility more and more concerned. Judging from the
academic research on the social responsibility of family enterprises, family enterprises
show great differences in assuming social responsibility. The occurrence of such family
heterogeneous behavior is determined by the joint determination of family will and
family ability. Observations on the board of directors of family businesses have shown
that there are cases of excess control of family board seats in family enterprise. This
degree of control over board differentiation may lead family businesses to demonstrate
different willingness and ability to assume social responsibility. Therefore, the question
that arises from this is: How will the allocation of family board seats affect the social
responsibility of family enterprises?
Based on this, this paper takes the Chinese Shanghai and Shenzhen A-share family
enterprises as a sample from 2010 to 2020 to conduct empirical research. The study
found that: (1) The higher the degree of excess control of family board seats, the better
the social responsibility performance of family enterprises. (2) The positive relationship
between the degree of excess control of family board seats and the fulfillment of
corporate social responsibility is more significant in the family enterprises in which the
second generation is involved. (3) The positive relationship between the degree of
excess control of family board seats and the fulfillment of corporate social
responsibility will be more significant in family enterprises with stable institutional
investors. (4) In a family enterprise in the growth stage, the higher the degree of excess
control of family board seats, the better the social responsibility performance of the
family enterprise. (5) In a mature family business, the higher the degree of excess
control of family board seats, the better the social responsibility performance of the
family enterprise. (6) In a family business in a period of decline, the relationship of
excess control of family board seats on corporate social responsibility is not obvious.
The research contributions of this article are: (1) Examining the differences in
decision-making of family businesses from the perspective of differences in the control
II of family boards helps us to understand the pre-motivation of family businesses to
assume social responsibility from more perspectives. (2) Incorporate different
governance scenarios into the decision-making mechanism of the board of directors of
family enterprises. From the perspective of the second generation of the family and
non-family external shareholders, the impact of various situational factors on the degree
of excess control of family board seats and the social responsibility of the family
enterprise is more comprehensively demonstrated. (3) A more intuitive understanding
of the differences in social responsibility fulfillment preferences of family enterprises
in different periods.
Key Words: Family business; Allocation of board seats; Corporate social
responsibility; Second generation involvement; Institutional investor heterogeneity
III