震撼發現！企業如何通過共享治理2.0實現可持續發展？

超越邊界：企業可持續發展與社會責任的“共享治理2.0”模式建構研究

（作者：王連升）

摘要：在追求高質量發展的背景下，傳統企業社會責任范式因主體單一、手段與目標脫節等問題日益凸顯其局限性。本文提出“共享治理2.0”模式，作為企業可持續社會價值創新的全新理論框架與實踐路徑。該模式以“多元主體共創、核心能力共享、價值生態共治”為核心，旨在超越企業社會責任或環境、社會和公司治理的合規性要求，實現商業價值與社會價值的深度融合與雙向可持續。本文通過整合騰訊、螞蟻、華為等中國企業的前沿實踐與基層社區治理的“共享+”經驗，構建了包含價值共創、生態化治理與動態適應性三個維度的理論模型，并系統闡述了其戰略融合、流程嵌入與實驗迭代的實施路徑。研究表明，“共享治理2.0”不僅重塑了企業與社會的關系，為中國式現代化提供了本土化解決方案，也為全球企業制度文明的演進貢獻了中國智慧。

Abstract: In the context of pursuing high-quality development, the limitations of the traditional corporate social responsibility paradigm are increasingly highlighted due to issues such as a single subject and a disconnect between means and goals. This article proposes the "Shared Governance 2.0" model as a new theoretical framework and practical path for sustainable social value innovation in enterprises. This model is centered around "multi subject co creation, core capability sharing, and value ecology co governance", aiming to go beyond the compliance requirements of corporate social responsibility or environmental, social, and corporate governance, and achieve deep integration and two-way sustainability of commercial value and social value. This article integrates the cutting-edge practices of Chinese companies such as Tencent, Ant, and Huawei with the "sharing+" experience of grassroots community governance, and constructs a theoretical model that includes three dimensions: value co creation, ecological governance, and dynamic adaptability. It systematically elaborates on the implementation path of strategic integration, process embedding, and experimental iteration. Research shows that "shared governance 2.0" not only reshapes the relationship between enterprises and society, provides localized solutions for Chinese path to modernization, but also contributes Chinese wisdom to the evolution of global enterprise institutional civilization.

引言：從責任分攤到價值共享的范式革命

企業與社會的關系正經歷一場深刻的范式轉換。長期以來，主導全球話語體系的企業社會責任與環境、社會和公司治理框架，本質上仍是一種基于“責任-收益”平衡的改良邏輯。其實踐常被視為與核心業務分離的“第二戰場”，易陷入“手段-目標脫鉤”的困境，即投入大量資源的社會責任活動未能有效達成預設的社會與環境目標。在中國語境下，隨著“共同富裕”、“中國式現代化”等國家戰略的深入推進，企業作為社會財富與價值創造的關鍵主體，被賦予了更宏大的時代使命。傳統的CSR范式已無法充分回應“全體人民共同富裕”和“社會全面進步”的內在要求

Introduction: Paradigm Revolution from Responsibility Sharing to Value Sharing

The relationship between enterprises and society is undergoing a profound paradigm shift. For a long time, the corporate social responsibility and environmental, social, and corporate governance frameworks that have dominated the global discourse system have essentially been an improved logic based on a "responsibility benefit" balance. In practice, it is often seen as a "second battlefield" separated from core business, which is prone to the dilemma of "decoupling of means and goals", that is, social responsibility activities that invest a lot of resources fail to effectively achieve predetermined social and environmental goals. In the Chinese context, with the deepening of national strategies such as "common prosperity" and "Chinese path to modernization", enterprises, as the key subject of social wealth and value creation, have been given a more ambitious mission of the times. The traditional CSR paradigm can no longer fully respond to the inherent requirements of "common prosperity for all people" and "comprehensive social progress".

與此同時，中國的企業實踐與基層社會治理創新，正自發孕育著超越性的新經驗。以騰訊、螞蟻集團等為代表的領軍企業，已將“可持續社會價值創新”提升至公司核心戰略層面，探索商業價值與社會價值的“雙輪驅動”。在基層，浙江周宿渡社區、上海南洋新都居民區等地，通過“共享花園”、“紫藤心語共治會”等機制，成功激活了多元主體參與治理的活力，實現了資源與價值的共創共享。這兩條看似平行的實踐脈絡，共同指向一個融合性的未來：一種強調內生于戰略、依托于核心能力、成就于多元協同的企業可持續發展新范式

At the same time, the practice of Chinese enterprises and innovation in grassroots social governance are spontaneously nurturing new experiences that surpass others. Leading companies such as Tencent and Ant Group have elevated "sustainable social value innovation" to the core strategic level of the company, exploring the "dual wheel drive" of commercial value and social value. At the grassroots level, communities such as Zhousudu in Zhejiang and Nanyang Xindu residential areas in Shanghai have successfully activated the vitality of diverse stakeholders in governance through mechanisms such as "shared gardens" and "wisteria heart language co governance associations", achieving the co creation and sharing of resources and values. These two seemingly parallel practical threads point together towards a converged future: a new paradigm of sustainable development for enterprises that emphasizes endogenous strategy, relies on core competencies, and achieves diversity and collaboration.

本文將其概念化為“共享治理2.0”模式。其核心要義在于，企業不再僅僅是社會責任的承擔者或社會價值的單向輸出者，而是作為關鍵節點與社會網絡中的其他主體（政府、社區、用戶、供應鏈伙伴、社會組織等）構建一個“價值共創-風險共擔-收益共享”的治理共同體。它標志著從“企業履行社會責任”到“企業與社會共享治理”的躍遷，是從“善意的點綴”走向“系統的再造”

This article conceptualizes it as the "Shared Governance 2.0" model. The core essence lies in the fact that enterprises are no longer just bearers of social responsibility or one-way exporters of social value, but rather serve as key nodes to build a governance community of "value co creation risk sharing benefit sharing" with other entities in the social network (government, community, users, supply chain partners, social organizations, etc.). It marks a transition from "fulfilling social responsibility of enterprises" to "sharing governance between enterprises and society", and is a move from "embellishment of goodwill" to "systematic reconstruction".

一、理論溯源與核心內涵：共享治理2.0的范式超越

一、Theoretical Origins and Core Connotation: Transcending the Paradigm of Shared Governance 2.0

1.對傳統范式的批判與超越

1. Criticism and transcendence of traditional paradigms

西方主流的CSR與ESG范式，盡管在推動企業關注非財務績效方面發揮了歷史作用，但其內在局限性在復雜的社會挑戰面前日益顯現。首先，其實施邏輯常外生于企業核心戰略與業務流程，易形成“戰略與運營兩張皮”的局面。其次，其評價體系雖趨于量化，但往往關注靜態的“做了什么”，而忽視了動態的“如何實現”以及“與誰共同實現”的過程。最后，其實踐主體相對單一，主要依靠企業自身資源，未能有效撬動和整合更廣泛的社會網絡力量，可持續性與規模效應受限。

The mainstream CSR and ESG paradigms in the West have played a historical role in driving companies to focus on non-financial performance, but their inherent limitations are increasingly evident in the face of complex social challenges. Firstly, its implementation logic often originates from the core strategy and business processes of the enterprise, which can easily lead to a situation where "strategy and operation are two separate skins". Secondly, although its evaluation system tends to be quantitative, it often focuses on static "what has been done" and neglects the dynamic process of "how to achieve" and "with whom to achieve". Finally, the practice subject is relatively single, mainly relying on the company's own resources, and has not effectively leveraged and integrated broader social network forces, limiting sustainability and economies of scale.

相較之下，“共享治理2.0”模式實現了三重根本性超越：

In contrast, the "Shared Governance 2.0" model has achieved three fundamental breakthroughs:

在目標上，從追求“責任合規”或“減少負外部性”，轉向主動“創造可持續的社會價值”，并將此作為企業長期競爭力的源泉。

In terms of goals, shift from pursuing "responsibility and compliance" or "reducing negative externalities" to actively "creating sustainable social value" as the source of long-term competitiveness for enterprises.

在主體上，從“企業的獨角戲”變為“多元主體的協奏曲”。企業扮演平臺搭建者、能力賦能者和生態協調者的角色，如同基層治理中引入“社區合伙人”，構建“治理聯商”機制。

On the subject level, it has changed from a "solo performance of enterprises" to a "concerto of diverse subjects". Enterprises play the roles of platform builders, capability enablers, and ecological coordinators, just like introducing "community partners" in grassroots governance and building a "governance partnership" mechanism.

在關系上，從單向的“給予-接受”或“管理-服從”，轉變為基于共同目標的“共生共榮”關系，形成“組織共建、服務共治、資源共享”的新格局。

In terms of relationships, it has shifted from a one-way "give receive" or "manage obey" approach to a "symbiotic and prosperous" relationship based on common goals, forming a new pattern of "organizational co construction, service co governance, and resource sharing".

2.共享治理2.0的核心內涵

2.The Core Connotation of Shared Governance 2.0

基于中國企業與社會的前沿實踐，“共享治理2.0”模式可界定為：企業以自身的核心科技、平臺或資源優勢為支點，通過創新的制度設計和數字化工具，構建一個開放、協同、進化的治理生態系統。在此系統中，各利益相關方深度參與從議題識別、方案設計到執行評估的全過程，共同創造可衡量、可延續的經濟、社會與環境綜合價值，并合理分享發展成果。

Based on the cutting-edge practices of Chinese enterprises and society, the "Shared Governance 2.0" model can be defined as: enterprises use their core technology, platform, or resource advantages as a fulcrum, and build an open, collaborative, and evolving governance ecosystem through innovative institutional design and digital tools. In this system, all stakeholders are deeply involved in the entire process from issue identification, scheme design to execution evaluation, jointly creating measurable and sustainable comprehensive economic, social, and environmental value, and reasonably sharing development achievements.

其區別于傳統模式的特征，可概括為以下三個關鍵維度：

The characteristics that distinguish it from traditional models can be summarized into the following three key dimensions:

①　價值共創的深度性：社會價值創造不再是成本項，而是與商業價值融合的投資項。例如，騰訊的“云稻米”項目，通過數字平臺連接城市消費者與鄉村農田，既解決了農產品銷路、提高了農民收入（社會價值），也探索了新的商業模式和用戶連接方式（商業價值），實現了“兩價融合”。這與基層社區通過“空間共享”將閑置空地轉化為居民共建共享的花園和運動場，有異曲同工之妙。

① The depth of value co creation: Social value creation is no longer a cost item, but an investment item integrated with commercial value. For example, Tencent's "Cloud Rice" project connects urban consumers with rural farmland through a digital platform, which not only solves the problem of agricultural product sales and increases farmers' income (social value), but also explores new business models and user connection methods (commercial value), achieving "two price integration". This is similar to how grassroots communities transform idle land into gardens and sports fields that are jointly built and shared by residents through "space sharing".

②　生態化治理的廣度性：企業邊界被模糊，治理范圍擴展至整個價值生態圈。螞蟻集團的“螞蟻森林”不僅激勵了數億用戶的低碳行為，更連接了公益機構、地方政府、種植戶等多方，形成了一個龐大的綠色行動生態。這類似于大同平城區開源街道構建的“開源黨群服務矩陣”，通過“三清單”（需求、資源、項目）機制，精準匹配和整合轄區內數十家共建單位的資源，解決了單一社區“小馬拉大車”的困境。

② Breadth of ecological governance: The boundaries of enterprises are blurred, and the scope of governance extends to the entire value ecosystem. Ant Group's "Ant Forest" not only inspires low-carbon behavior among hundreds of millions of users, but also connects various parties such as public welfare organizations, local governments, and farmers, forming a huge green action ecology. This is similar to the "Open Source Party and Mass Service Matrix" constructed by Kaiyuan Street in Pingcheng District, Datong. Through the "three clearing" mechanism (demand, resources, projects), the resources of dozens of co construction units in the jurisdiction are accurately matched and integrated, solving the dilemma of "small horses pulling big carts" in a single community.

③　動態適應性與實驗性：承認社會問題的復雜性，允許通過“小步快跑、快速迭代”的實驗來探索解決方案。餓了么在探索“助老e餐”數字化解決方案時，深入街道與老人溝通，并創新了“五個一點多元籌資機制”，這正是應對不確定性、進行本地化適配的體現。學術界將此概括為“CSR實驗”，即通過生產本地知識并據此調整實踐，來克服“手段-目標脫鉤”的關鍵方法。

③ Dynamic adaptability and experimentation: Recognizing the complexity of social problems, allowing for exploration of solutions through "small steps, fast iterations" experiments. Ele.me has explored digital solutions for "elderly friendly e-meals" by deeply communicating with the elderly in the streets and innovating the "Five One Point Multi Fundraising Mechanism", which is a reflection of addressing uncertainty and adapting to local conditions. The academic community summarizes this as the 'CSR experiment', which overcomes the key method of 'means goal decoupling' by producing local knowledge and adjusting practices accordingly.

傳統CSR/ESG范式與共享治理2.0模式對比

Comparison between Traditional CSR/ESG Paradigm and Shared Governance 2.0 Model

①　核心理念

① Core concept

· 傳統CSR/ESG：責任與合規。基于風險管理與聲譽維護，強調合規、減害與慈善。

·Traditional CSR/ESG: Responsibility and Compliance. Based on risk management and reputation maintenance, emphasizing compliance, harm reduction, and charity.

· 共享治理2.0：價值與共生。基于戰略機遇與共同進化，強調價值共創、資源共享與生態繁榮。

·Shared Governance 2.0: Value and Symbiosis. Based on strategic opportunities and co evolution, emphasis is placed on value co creation, resource sharing, and ecological prosperity.

②　企業角色

② Corporate Role

· 傳統CSR/ESG：責任的承擔者與報告的發布者。主體單一，行為相對獨立。

·Traditional CSR/ESG: Responsibility bearers and report publishers. The subject is single and the behavior is relatively independent.

· 共享治理2.0：生態的構建者與能力的賦能者。核心是連接、賦能與協調多元主體。

·Shared Governance 2.0: Builders of Ecology and Empowerors of Capability. The core is to connect, empower, and coordinate diverse entities.

③　利益相關方參與

③ Stakeholder participation

· 傳統CSR/ESG：有限咨詢與溝通。多為信息告知或調研，決策權集中。

·Traditional CSR/ESG: Limited Consultation and Communication. Mostly for information dissemination or research, with centralized decision-making power.

· 共享治理2.0：全過程深度共治。參與議題設定、方案共創、執行與評估，如社區“共治會”。

·Shared Governance 2.0: Deep co governance throughout the entire process. Participate in topic setting, co creation, implementation, and evaluation, such as community "co governance meetings".

④　價值創造邏輯

④ Value creation logic

· 傳統CSR/ESG：成本中心或風險對沖。社會投入常被視為成本或對潛在風險的補償。

·Traditional CSR/ESG: Cost center or risk hedging. Social investment is often seen as a cost or compensation for potential risks.

· 共享治理2.0：戰略投資與創新源泉。社會價值投資驅動商業模式創新與核心競爭力構建。

·Shared Governance 2.0: Strategic Investment and Innovation Sources. Social value investment drives business model innovation and core competitiveness construction.

⑤　評估焦點

⑤ Assessment focus

· 傳統CSR/ESG：靜態的輸出與表現。關注捐款額、碳排放量、報告質量等定量指標。

·Traditional CSR/ESG: Static output and performance. Pay attention to quantitative indicators such as donation amount, carbon emissions, and report quality.

· 共享治理2.0：動態的過程與影響。關注生態活力、協同效率、議題解決的可持續性及系統影響力。

·Shared Governance 2.0: Dynamic Processes and Impacts. Focus on ecological vitality, collaborative efficiency, sustainability of issue resolution, and systemic impact.

二、理論框架建構：一個多維交互的共享治理系統

二、Theoretical Framework Construction: A Multidimensional Interactive Shared Governance System

共享治理2.0不是一個線性的管理流程，而是一個由價值層、機制層、載體層構成的動態復合系統。

Shared Governance 2.0 is not a linear management process, but a dynamic composite system consisting of a value layer, a mechanism layer, and a carrier layer.

1. 價值層：雙可持續與三重境界的目標體系

1. Value layer: Goal system of dual sustainability and triple realm

這是系統的“導航儀”。其終極目標是實現商業價值與社會價值的“雙可持續”，即以可持續的商業回報支撐可持續的社會價值創造，又以持續的社會價值創新反哺和引領商業的未來發展。中國社會保障學會的研究進一步將其細化為企業社會責任的三重境界：從“守法合規”的底線（第一重），到“主動創造正外部性以利商業”（第二重），最終抵達“將社會價值內化于企業基因，引領商業并推動社會進步”的卓越狀態（第三重）。共享治理2.0模式正是實現第三重境界的系統化路徑。

This is the 'navigator' of the system. Its ultimate goal is to achieve the "dual sustainability" of commercial value and social value, that is, to support sustainable social value creation with sustainable commercial returns, and to feed back and lead the future development of business with sustained social value innovation. The research of the Chinese Society for Social Security further refines it into three levels of corporate social responsibility: from the bottom line of "compliance with laws and regulations" (the first level), to "actively creating positive externalities for the benefit of business" (the second level), and finally to the outstanding state of "internalizing social value into the genes of the enterprise, leading business and promoting social progress" (the third level). The shared governance 2.0 model is the systematic path to achieving the third realm.

2. 機制層：驅動可持續價值創造的三大核心機制

2. Mechanism layer: Three core mechanisms driving sustainable value creation

這是系統的“發動機”。

This is the 'engine' of the system.

戰略融合機制：將共享治理的目標深度嵌入企業愿景、戰略規劃與資源配置中，如同華為將可持續發展設立為董事會層面的核心戰略。這要求高層承諾并建立專門的治理架構（如騰訊的可持續社會價值事業部）。

Strategic integration mechanism: Deeply embed the goal of shared governance into the company's vision, strategic planning, and resource allocation, just as Huawei has established sustainable development as a core strategy at the board level. This requires high-level commitment and the establishment of a dedicated governance structure (such as Tencent's Sustainable Social Value Division).

生態協同機制：設計激勵相容的規則，促進多元主體持續參與。這包括資源對接機制（如“需求、資源、項目”三清單）、利益分享機制（如騰訊共富鄉村項目中村民以房屋、技藝入股）、以及共識形成機制（如“紫藤心語共治會”的議事平臺）。

Ecological synergy mechanism: Design incentive compatible rules to promote sustained participation of diverse stakeholders. This includes resource docking mechanisms (such as the "demand, resource, and project" three clearing list), benefit sharing mechanisms (such as villagers investing in houses and skills in Tencent's Gongfu Rural Project), and consensus formation mechanisms (such as the discussion platform of the "Wisteria Heart Language Co governance Association").

實驗迭代機制：為應對不確定性，建立容錯和快速學習機制。借鑒“CSR實驗”思想，賦予一線團隊和本地伙伴一定的自主權，基于本地化知識對項目進行動態調整和優化。

Experimental iteration mechanism: To cope with uncertainty, establish fault-tolerant and fast learning mechanisms. Drawing on the concept of "CSR experimentation", empower frontline teams and local partners with a certain degree of autonomy, and dynamically adjust and optimize projects based on localized knowledge.

3. 載體層：數字化平臺與實體網絡

3. Carrier layer: digital platform and physical network

這是系統的“基礎設施”。數字平臺（如公益平臺、社區云）是實現大規模連接、透明化協同和精準化匹配的技術基礎。實體網絡（如騰訊發起的“可持續社會價值生態圈”、社區的“黨建聯盟”）則為信任建立、深度合作與線下行動提供組織保障。二者虛實結合，共同承載共享治理活動。

This is the 'infrastructure' of the system. Digital platforms, such as public welfare platforms and community clouds, are the technological foundation for achieving large-scale connectivity, transparent collaboration, and precise matching. Physical networks (such as Tencent's "Sustainable Social Value Ecosystem" and community "Party Building Alliance") provide organizational support for trust building, deep cooperation, and offline actions. The combination of reality and virtuality jointly carries out shared governance activities.

三、實施路徑與保障：從理念到行動的系統工程

三、Implementation Path and Guarantee: Systematic Engineering from Concept to Action

1. 戰略錨定與頂層設計

1. Strategic anchoring and top-level design

企業需進行深刻的自我審視，明確自身可貢獻于重大社會議題的“核心能力”。這可能是技術（如AI、區塊鏈）、平臺（如用戶連接、物流網絡）、數據或專業知識。隨后，應將共享治理提升至公司級戰略，設立高級別領導機構，并配置專項資源，確保“推動可持續社會價值創新”與主營業務并列成為公司發展的底座。

Enterprises need to conduct a profound self-examination and clarify their 'core competencies' that can contribute to major social issues. This may be technology (such as AI, blockchain), platforms (such as user connectivity, logistics networks), data, or expertise. Subsequently, shared governance should be elevated to a company level strategy, a high-level leadership structure should be established, and dedicated resources should be allocated to ensure that "promoting sustainable social value innovation" is listed alongside the main business as the foundation of the company's development.

2. 流程嵌入與組織重塑

2. Process embedding and organizational restructuring

將共享治理的要求系統性地融入主營業務價值鏈。在研發端，像華為開發“鶴顏學堂”幫助老年人跨越數字鴻溝一樣，將社會需求作為產品創新的來源。在運營端，建立負責任的供應鏈管理體系。在考核端，將社會價值創造的關鍵績效指標納入各級管理層與業務單元的績效評估體系，驅動行為變革。

Systematically integrate the requirements of shared governance into the main business value chain. On the R&D side, similar to Huawei's development of "Heyan Academy" to help the elderly overcome the digital divide, social needs are used as a source of product innovation. On the operational side, establish a responsible supply chain management system. On the assessment side, key performance indicators of social value creation are incorporated into the performance evaluation system of management at all levels and business units to drive behavioral change.

3. 生態構建與伙伴共治

3. Ecological construction and partner governance

主動識別并連接關鍵的利益相關方，從“做項目”轉向“搭生態”。可以學習龍頭企業聯合發起行業生態圈的做法，或借鑒社區“吸納社區合伙人”的模式。明確各方的權利、責任與利益分享規則，利用數字化工具建立高效、透明的協同工作平臺。

Proactively identify and connect key stakeholders, shifting from 'doing projects' to' building ecosystems'. You can learn from the practice of leading enterprises jointly initiating industry ecosystems, or draw on the model of "attracting community partners" in the community. Clarify the rights, responsibilities, and benefit sharing rules of all parties, and establish an efficient and transparent collaborative work platform using digital tools.

4. 實驗學習與文化培育

4. Experimental learning and cultural cultivation

選擇有代表性的社會議題開展“試點項目”，賦予項目團隊充分的自主權，鼓勵其基于本地洞察進行創新，并容忍試錯。建立知識管理系統，將不同試點的經驗教訓進行沉淀、分享和標準化推廣。最終，在企業內部培育一種超越短期利潤、追求長期綜合價值的“向善”文化。

Select representative social issues to carry out "pilot projects", give the project team full autonomy, encourage innovation based on local insights, and tolerate trial and error. Establish a knowledge management system to consolidate, share, and standardize the experience and lessons learned from different pilot projects. Ultimately, cultivate a culture of 'goodness' within the enterprise that goes beyond short-term profits and pursues long-term comprehensive value.

四、挑戰、評估與未來展望

四、Challenges, Assessment, and Future Prospects

1.主要挑戰

1. Main challenges

· 認知與激勵重構挑戰：如何讓內部（特別是股東和業務部門）認同社會價值投資的長期戰略意義，而非視其為短期成本。

·Cognitive and motivational restructuring challenge: How to make internal (especially shareholders and business departments) recognize the long-term strategic significance of social value investment, rather than viewing it as a short-term cost.

· 協同復雜性挑戰：跨部門、跨組織、跨部門的協同管理難度極大，對企業的平臺運營和生態協調能力提出極高要求。

·Collaborative complexity challenge: The difficulty of cross departmental, cross organizational, and cross departmental collaborative management is extremely high, which puts extremely high demands on the platform operation and ecological coordination capabilities of enterprises.

· 評估測量挑戰：社會價值的影響廣泛、滯后且難以貨幣化，建立公認、科學的測量與評估體系是一大難題。

·Assessing measurement challenges: The impact of social value is widespread, lagging, and difficult to monetize, making it a major challenge to establish a recognized and scientific measurement and evaluation system.

2. 多維評價體系初探

2. Preliminary exploration of multidimensional evaluation system

共享治理2.0的成效評估應是一個多維、動態的系統，需超越傳統的ESG評分卡。一個初步的評估框架應包含：

The effectiveness evaluation of Shared Governance 2.0 should be a multidimensional and dynamic system that goes beyond traditional ESG scorecards. A preliminary evaluation framework should include:

共享治理2.0成效的多維評價體系

Multidimensional evaluation system for the effectiveness of shared governance 2.0

①　價值融合度

① Value integration degree

· 評價維度：戰略與業務整合

·Evaluation Dimension: Integration of Strategy and Business

· 關鍵指標：社會價值戰略地位；專項預算占比；社會價值KPI與業務考核的掛鉤深度。

·Key indicators: social value strategic position; Proportion of special budget; The depth of linkage between social value KPI and business assessment.

· 評價維度：商業模式創新

·Evaluation dimension: Business model innovation

· 關鍵指標：由社會議題催生的新產品/服務收入占比；降本增效帶來的商業收益。

·Key indicator: Proportion of revenue from new products/services generated by social issues; The commercial benefits brought by cost reduction and efficiency improvement.

②　生態健康度

② Ecological Health Degree

· 評價維度：伙伴參與廣度與深度

·Evaluation dimension: breadth and depth of partner participation

· 關鍵指標：核心生態伙伴數量及類型；伙伴在項目中的決策參與度與資源投入比例。

·Key indicators: number and types of core ecological partners; The proportion of decision-making participation and resource investment of partners in the project.

· 評價維度：協同網絡效應

·Evaluation dimension: Collaborative network effect

· 關鍵指標：基于平臺產生的跨主體合作項目數量；知識、數據等要素的共享水平。

·Key indicators: Number of cross subject collaborative projects generated based on the platform; The level of sharing of knowledge, data, and other elements.

③　社會影響力

③ Social influence

· 評價維度：核心議題解決成效

·Evaluation dimension: effectiveness of addressing core issues

· 關鍵指標：針對所選定社會議題（如鄉村振興、普惠養老）的可量化產出與中長期影響變化。

·Key indicators: Quantifiable outputs and medium - to long-term impact changes on selected social issues, such as rural revitalization and inclusive elderly care.

· 評價維度：系統改變能力

·Evaluation dimension: System change capability

· 關鍵指標：所探索模式的可復制性與推廣范圍；對行業標準或公共政策的影響。

·Key indicators: replicability and scope of promotion of the explored model; The impact on industry standards or public policies.

④　組織進化度

④ Organizational evolution degree

· 評價維度：實驗與學習能力

·Evaluation dimension: Experimental and learning ability

· 關鍵指標：本地化試點項目數量及迭代速度；從失敗中學習并調整戰略的系統性。

·Key indicators: Number and iteration speed of localization pilot projects; Systematically learning from failures and adjusting strategies.

· 評價維度：文化認同

·Evaluation dimension: cultural identity

· 關鍵指標：員工對“社會價值創造”的認同度與參與度；相關內部創新提案數量。

·Key indicators: Employee identification and participation in "social value creation"; The number of related internal innovation proposals.

3. 未來展望

3. Future prospects

“共享治理2.0”模式的出現，呼應了從工業文明邁向生態文明的時代要求。它不僅是企業層面的管理創新，更是在中國式現代化進程中，對“有效市場、有為政府、有愛社會”如何更好結合的一種微觀制度探索。未來，該模式的發展將呈現以下趨勢：

The emergence of the "Shared Governance 2.0" model echoes the requirements of the era moving from industrial civilization to ecological civilization. It is not only a management innovation at the enterprise level, but also a micro institutional exploration on how to better combine "effective market, promising government and loving society" in the process of Chinese path to modernization. In the future, the development of this model will present the following trends:

①　與宏觀戰略更深融合：企業的共享治理實踐將更緊密地對接國家“鄉村振興”、“雙碳目標”、“共同富裕”等戰略，成為國家現代化治理體系的有益補充。

①Deeper integration with macro strategies: The shared governance practices of enterprises will be more closely aligned with national strategies such as rural revitalization, dual carbon goals, and common prosperity, becoming a beneficial supplement to the country's modern governance system.

②　技術驅動性更強：人工智能、區塊鏈等技術將在促進信任、精準匹配、影響評估等方面發揮更關鍵的作用。

②More technology driven: Technologies such as artificial intelligence and blockchain will play a more critical role in promoting trust, precise matching, and impact assessment.

③　規則標準化：隨著實踐豐富，關于生態治理規則、價值核算方法、數據共享標準等有望逐漸形成行業或國家標準。

③Standardization of rules: With the enrichment of practice, industry or national standards on ecological governance rules, value accounting methods, data sharing standards, etc. are expected to gradually form.

④　全球話語構建：源自中國實踐的“共享治理2.0”理念，與“一帶一路”共建共享的全球治理觀相契合，有望為陷入瓶頸的全球企業社會責任話語體系，提供一種強調“共生”而非“單方面責任”的東方解決方案。

④Global discourse construction: the concept of "shared governance 2.0", which originates from China's practice, is consistent with the global governance concept of "the Belt and Road", and is expected to provide an oriental solution that emphasizes "symbiosis" rather than "unilateral responsibility" for the global corporate social responsibility discourse system that is stuck in a bottleneck.

4.結論

4. Conclusion

企業可持續發展與社會責任的“共享治理2.0”模式，標志著企業角色從社會財富的創造者到社會進步協同者的根本性轉變。它通過構建一個以企業核心能力為支點、多元主體深度參與的治理生態系統，將解決社會痛點轉化為驅動商業創新的源泉，從而破解了傳統CSR實踐中“手段與目標脫鉤”的頑疾。這一模式深深植根于中國推動共同富裕與現代化建設的土壤，融合了領先企業的價值創新與基層社會的治理智慧，不僅為企業在不確定時代構建長期競爭力提供了新范式，也為全球思考如何讓商業力量更有效地服務于人類社會的共同福祉，貢獻了充滿活力的中國思考與實踐方案。其成功的關鍵，在于企業是否具備真正的戰略決心，從“獨善其身”走向“美美與共”，在共享中共生，在治理中共贏

The "Shared Governance 2.0" model of corporate sustainable development and social responsibility marks a fundamental shift in the role of enterprises from creators of social wealth to collaborators of social progress. It transforms addressing social pain points into a driving force for business innovation by building a governance ecosystem centered on the core competencies of the enterprise and with the deep participation of multiple stakeholders, thus solving the stubborn problem of "decoupling means from goals" in traditional CSR practices. This model is deeply rooted in China's efforts to promote common prosperity and modernization, and integrates the value innovation of leading enterprises and the governance wisdom of grass-roots society. It not only provides a new paradigm for enterprises to build long-term competitiveness in uncertain times, but also contributes to the global thinking on how to make business forces more effective in serving the common well-being of human society, and contributes to a vibrant Chinese thinking and practice program. The key to its success lies in whether the enterprise has a true strategic determination to move from "being self-sufficient" to "sharing beauty together", coexisting in sharing, and winning together in governance.

作者簡介：王連升，研究員，構建了以"責任閉環"為哲學本體論、以"價值沉默"為戰略方法論、以"CSR為魂，ESG為體"為價值論的完整思想體系。兼任廣東省企業可持續發展研究會CSR專委會副會長，北京ESG研究院專家顧問，上海市計算機行業協會顧問。自2019年入職工業和信息化系統，深耕社會責任與可持續發展（供應鏈責任追溯等）及政產學研用媒利益相關方影響等領域。支撐完成工業和信息化部課題40余個。發表諸如《綠色金融與電子信息產業可持續發展的矛與盾》等學術研究200余篇。主導參與或編制《電子信息行業社會責任指南》等多項行業關鍵標準。主導編制《電子信息行業社會責任建設與可持續發展報告》行業報告6本。2022-2025年，被評為“2021年度中國產業研究突出貢獻者”“2022年度電子信息企業社會責任建設年度突出貢獻者”“2024年度全球電子協會亞洲標準委員會杰出服務服務個人”“2025全球電子協會亞洲標委會杰出服務個人”“2025全球電子協會中國ESG杰出個人”。

報告

撰寫《中電標協社會責任工作委員會2021-2022年度工作報告》《中電標協社會責任工作委員會2022-2023年度工作報告》《中電標協社會責任工作委員會2023-2024年度工作報告》 《中電標協社會責任工作委員會2024-2025年度工作報告》。編制《2021-2022年度中國電子信息行業社會責任建設發展報告》 《2022-2023年度電子信息行業社會責任建設與可持續發展報告》《2023-2024年度電子信息行業社會責任建設與可持續發展報告》 《2024-2025年度電子信息行業社會責任建設與可持續發展報告》。

工作要點

撰寫《中國電子工業標準化技術協會社會責任工作委員會2022年企業社會責任工作要點》《中國電子工業標準化技術協會社會責任工作委員會2023年企業社會責任工作要點》《中國電子工業標準化技術協會社會責任工作委員會2024年企業社會責任工作要點》《中國電子工業標準化技術協會社會責任工作委員會2025年企業社會責任工作要點》《中國電子工業標準化技術協會社會責任工作委員會2026年企業社會責任工作要點》

文章

發表《淺談綠色金融在電子信息產業可持續發展中的矛與盾》（《金融電子化》期刊4月刊上）《電子信息行業社會責任標準化研究》（ 《信息技術與標準化》2024年第6期）《第八屆中國電子信息行業社會責任年會在京成功舉辦》（《中國標準化》2022年01期)《電子信息行業年度社會責任報告發布》（中華工商時報 2025-01-13 第04版：四版）《八成企業借電子信息技術促產業升級》（中華工商時報 2023-02-15 第06版：六版）《 第十一屆電子信息行業社會責任年會》（《中國經營報》2026-01-31）

論文

中國知網發表：《女性供應商在產供鏈價值重構與產業發展戰略中的深層作用與實踐路徑研究》《從“智能肌體”到“產業神經”：2025中國智能制造的系統性躍遷與實踐路徑研究》《“十五五”時期中國電子信息行業可持續發展與社會責任治理：政產學研用協同的機遇、挑戰與路徑研究》《全球供應鏈ESG風險與出海企業的責任供應鏈管理：深層次剖析與實踐路徑研究》《歐洲供應鏈治理新范式：可持續發展與社會責任的“硬約束”與“軟共識”研究》《2025年度中國電子信息行業社會責任治理與可持續發展深層次剖析》《全球交易所社會責任治理與產供鏈企業溯源管理的協同演進：理論、實踐與制度創新研究》《標準引領與系統變革：中國電子產業女性職業可持續發展的多層次治理路徑研究》《超越邊界：企業可持續發展與社會責任的“共享治理2.0”模式建構研究》《創新生態失衡與組織認知陷阱：中國中小企業技術創新的可持續發展與社會責任治理路徑研究》《河南省汝陽縣從扶貧幫扶到鄉村振興的實踐路徑：基于可持續發展與社會責任治理的雙重視角研究》《從邊緣到核心：雙重約束下電子信息產業可持續發展的戰略范式重塑研究》《數字時代的性別重構：電子信息行業性別平等與職業女性可持續發展賦能路徑研究》《科技與自然的和解：臺積電水資源閉環管理體系的深度解構及其對全球高耗能產業綠色轉型的啟示》《上市公司治理結構的范式重構：上交所《規范運作指引（2025年修訂）》的深度解讀與實踐路徑》《責任共生機制：構建人類未來可持續價值創造的倫理與實踐框架研究》《全球視野下的中國企業信譽構建：社會責任、品牌傲慢與可持續發展戰略的深度剖析》《“人工智能+制造”專項行動的可持續發展與社會責任治理：全球實踐、多維影響與未來路徑研究》《中國綠色電力證書（GEC）體系的深層次剖析與實踐路徑研究：從國內閉環到國際互認》《《電子信息行業社會責任指南》SJ/T 16000-2016版本的實踐邏輯、多維價值與行業革新路徑：基于標準解讀與企業實踐的分析研究》《從合規到核心競爭力：綠色供應鏈管理的CSR治理與實踐路徑研究《超越工具理性：王連升思想體系的跨行業驗證、動態平衡與技術重塑》《從“技術驅動”到“責任引領”：北京軟件和信息服務業社會責任治理的演進、挑戰與優化路徑》《“不出海，就出局”：集體誤判、可持續發展與社會責任治理，基于中國出海企業的深層次剖析與實踐路徑研究》《《國有資產法》出臺背景下可持續發展與社會責任治理的深層次剖析與實踐路徑研究》《電子信息行業社會責任管理體系（SJ/T 11728-2018）可持續發展與社會責任治理的學術研究》《中國電子信息行業社會責任建設的戰略路徑與創新實踐：基于“十五五”規劃背景的深度剖析研究》《中國電子信息行業社會責任建設與可持續發展：多維透視與實踐創新研究》《工信部下屬198個學協會社會責任建設與可持續發展深層剖析與實踐路徑研究》《電子信息行業社會責任建設的中國實踐：基于中電標協社責委的機制創新與ESG融合路徑》《從合規到賦能：中國上市公司可持續發展與社會責任治理的范式演進與實踐路徑研究》《科技企業社會責任治理的范式革新、多維整合與實踐路徑研究》《全球多極化格局下的中國知識產權治理：績效躍升、結構審視與戰略前瞻研究》《新型工業化視角下可持續發展與社會責任治理的路徑探索——基于工信部2026年重點工作的深度分析》《從價值覺醒到生態共治：王連升思想視域下中國互聯網巨頭的ESG治理范式重構》《企業ESG賦能人工智能創新的機制與路徑研究：走向可持續的智能未來》《標準價值、可持續發展與社會責任治理：深層剖析與實踐路徑研究》《從工具理性到價值自覺：基于王連升思想體系的聯想集團可持續發展與社會責任治理深層次剖析》《ESG績效與財務績效、創新績效的量化關系研究：基于行業與規模異質性的深層次剖析》《人工智能產業可持續發展與社會責任治理的深度剖析與實踐路徑研究，基于2025北京人工智能產業大會的觀察與思考》《市場監管總局政策調整的深層次解讀：基于可持續發展與社會責任治理視角的企業“標準機遇”研究》《基于工信部2026年十大任務的可持續發展與社會責任治理：深層次剖析與實踐路徑》《我國首部大模型國家標準實施：可持續發展與社會責任治理的深層次剖析與實踐路徑研究》《植根本土，面向全球：王連升CSR-ESG思想體系的深度剖析、前沿應用與全球治理融合研究》《從責任閉環到價值自覺：王連升本土化思想在新興治理領域的理論構建與實踐智慧研究》《數字化健康管理的ESG價值重構：基于王連升思想體系的實踐路徑研究》《企業可持續發展與社會責任治理的關鍵因素：深層次剖析與實踐路徑研究》《北京神州泰岳軟件股份有限公司：創新驅動下的戰略轉型、財務績效與技術實踐研究》《從本土實踐到全球引領：中國ESG創新的深度演進與全球化價值研究》《電子信息行業社會責任管理體系的深層次剖析與實踐路徑研究》《王連升可持續商業與企業社會責任思想體系“戰略羅盤與價值共生”研究》《基于標桿案例的深度剖析，國內ESG卓越企業實踐路徑解析與研究》《網絡安全企業的責任閉環：基于王連升思想體系的天融信ESG實踐深度剖析研究》《國內ESG卓越企業實踐路徑解析：以臺達為標桿的可持續發展樣本》等182篇論文。