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论文编号：	15321
作者编号：	2120233720
上传时间：	2025/6/5 13:53:32
中文题目：	连锁董事对平台企业社会责任的影响研究
英文题目：	Research on the influence of interlocking directors on platform corporate social responsibility
指导老师：	武立东
中文关键字：	平台企业治理；企业社会责任；连锁董事；资源依赖理论
英文关键字：	Platform corporate governance; Corporate social responsibility; Interlocking directors; Resource dependence theory
中文摘要：	在数字经济蓬勃发展的背景下，平台企业作为新型的组织形态，其社会责任的履行面临着数据垄断、算法伦理失范、生态协同失衡等多重挑战。传统治理机制难以有效应对平台企业“准公权力”的扩张与公共责任履行的矛盾，而连锁董事作为跨组织的资源整合者，为破解这一治理困境提供了新视角。 本文以2010-2021年沪深A股平台企业上市公司为研究对象，基于资源依赖理论、委托代理理论和信息不对称理论，通过构建多元线性回归模型并结合工具变量法、Heckman二阶段法、倾向得分匹配（PSM）及系统广义矩估计（GMM）等方法，探究连锁董事对平台企业社会责任的影响机制及传导路径。研究发现：首先，连锁董事通过跨企业的资源整合与经验共享，显著提升了平台企业的社会责任履行水平；其次，连锁董事的治理效应主要通过提升内部控制质量、降低高管短视倾向以及增强信息透明度三条路径实现。具体而言，连锁董事凭借多元化治理经验优化企业内部控制体系，抑制管理层的短期逐利行为，并通过促进分析师关注以缓解信息不对称，进而提高其社会责任绩效。进一步的异质性分析表明，连锁董事的作用在非国有平台企业、大型平台企业、成熟期平台企业以及有政治关联的平台企业中更为显著，这与其治理结构的灵活性和资源禀赋优势密切相关。 本文的理论贡献在于揭示了连锁董事在平台企业治理中的动态作用机制，突破了传统的企业社会责任研究对治理主体能动性的忽视，为平台经济背景下企业社会责任的差异化实践提供了新视角。在实践层面，研究建议平台企业优化董事会结构以引入更多的连锁董事，监管部门需针对不同企业属性的平台企业去设计差异化政策。以上发现为平台企业完善治理结构、提升社会责任履行水平提供了理论依据与实践参考。此外，本文样本局限于A股上市平台企业，未来研究可纳入非上市及境外平台企业以增强结论的普适性，同时连锁董事个体特征（如专业背景、网络位置）对治理效果的异质性影响仍需进一步探索。
英文摘要：	Against the backdrop of the booming digital economy, platform enterprises, as a new organizational form, face multiple challenges in fulfilling their social responsibilities, including data monopolies, algorithmic ethical lapses, and imbalances in ecological collaboration. Traditional governance mechanisms are struggling to effectively address the contradiction between the expansion of the "quasi-public power" of platform enterprises and their fulfillment of public responsibilities. As cross-organizational resource integrators, interlocking directors offer a new perspective to resolve this governance dilemma. This thesis takes the listed platform enterprises on the Shanghai and Shenzhen A-share markets from 2010 to 2021 as the research subjects. Based on the resource dependence theory, principal-agent theory, and information asymmetry theory, it explores the influence mechanism and transmission path of interlocking directors on the social responsibility of platform enterprises by constructing a multiple linear regression model and combining methods such as instrumental variable method, Heckman two-stage method, propensity score matching (PSM), and system generalized method of moments (GMM). The research findings are as follows: Firstly, interlocking directors significantly enhance the level of social responsibility fulfillment of platform enterprises through cross-enterprise resource integration and experience sharing. Secondly, the governance effect of interlocking directors is mainly achieved through three paths: improving internal control quality, reducing the short-sightedness of executives, and enhancing information transparency. Specifically, interlocking directors optimize the internal control system of enterprises with their diversified governance experience, restrain the short-term profit-seeking behavior of management, and alleviate information asymmetry by promoting analyst attention, thereby improving their social responsibility performance. Further heterogeneity analysis shows that the role of interlocking directors is more significant in non-state-owned platform enterprises, large platform enterprises, mature platform enterprises, and platform enterprises with political connections, which is closely related to the flexibility of their governance structure and resource endowment advantages. The theoretical contribution of this thesis lies in revealing the dynamic governance mechanism of interlocking directors in platform enterprises, breaking through the traditional research on corporate social responsibility that neglects the initiative of governance subjects, and providing a new perspective for the differentiated practice of corporate social responsibility in the context of the platform economy. At the practical level, the study suggests that platform enterprises should optimize their board structure to introduce more interlocking directors, and regulatory authorities need to design differentiated policies for platform enterprises with different attributes. The above findings provide theoretical basis and practical reference for platform enterprises to improve their governance structure and enhance the level of social responsibility fulfillment. In addition, the sample of this thesis is limited to A-share listed platform enterprises. Future research can include non-listed and overseas platform enterprises to enhance the universality of the conclusion. At the same time, the heterogeneous impact of individual characteristics of interlocking directors (such as professional background and network position) on governance effects still needs further exploration.
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