震撼發(fā)現(xiàn)！企業(yè)如何通過共享治理2.0實現(xiàn)可持續(xù)發(fā)展？

超越邊界：企業(yè)可持續(xù)發(fā)展與社會責任的“共享治理2.0”模式建構(gòu)研究

（作者：王連升）

摘要：在追求高質(zhì)量發(fā)展的背景下，傳統(tǒng)企業(yè)社會責任范式因主體單一、手段與目標脫節(jié)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(yè)可持續(xù)社會價值創(chuàng)新的全新理論框架與實踐路徑。該模式以“多元主體共創(chuàng)、核心能力共享、價值生態(tài)共治”為核心，旨在超越企業(yè)社會責任或環(huán)境、社會和公司治理的合規(guī)性要求，實現(xiàn)商業(yè)價值與社會價值的深度融合與雙向可持續(xù)。本文通過整合騰訊、螞蟻、華為等中國企業(yè)的前沿實踐與基層社區(qū)治理的“共享+”經(jīng)驗，構(gòu)建了包含價值共創(chuàng)、生態(tài)化治理與動態(tài)適應性三個維度的理論模型，并系統(tǒng)闡述了其戰(zhàn)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(yè)與社會的關系，為中國式現(xiàn)代化提供了本土化解決方案，也為全球企業(yè)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(yè)與社會的關系正經(jīng)歷一場深刻的范式轉(zhuǎn)換。長期以來，主導全球話語體系的企業(yè)社會責任與環(huán)境、社會和公司治理框架，本質(zhì)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(yè)務分離的“第二戰(zhàn)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(huán)境目標。在中國語境下，隨著“共同富裕”、“中國式現(xiàn)代化”等國家戰(zhàn)略的深入推進，企業(yè)作為社會財富與價值創(chuàng)造的關鍵主體，被賦予了更宏大的時代使命。傳統(tǒng)的CSR范式已無法充分回應“全體人民共同富?！焙汀吧鐣孢M步”的內(nèi)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(yè)實踐與基層社會治理創(chuàng)新，正自發(fā)孕育著超越性的新經(jīng)驗。以騰訊、螞蟻集團等為代表的領軍企業(yè)，已將“可持續(xù)社會價值創(chuàng)新”提升至公司核心戰(zhàn)略層面，探索商業(yè)價值與社會價值的“雙輪驅(qū)動”。在基層，浙江周宿渡社區(qū)、上海南洋新都居民區(qū)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(xiàn)了資源與價值的共創(chuàng)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(diào)內(nèi)生于戰(zhàn)略、依托于核心能力、成就于多元協(xié)同的企業(yè)可持續(xù)發(fā)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(yè)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(jié)點與社會網(wǎng)絡中的其他主體（政府、社區(qū)、用戶、供應鏈伙伴、社會組織等）構(gòu)建一個“價值共創(chuàng)-風險共擔-收益共享”的治理共同體。它標志著從“企業(yè)履行社會責任”到“企業(yè)與社會共享治理”的躍遷，是從“善意的點綴”走向“系統(tǒng)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(nèi)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(tǒng)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(yè)關注非財務績效方面發(fā)揮了歷史作用，但其內(nèi)在局限性在復雜的社會挑戰(zhàn)面前日益顯現(xiàn)。首先，其實施邏輯常外生于企業(yè)核心戰(zhàn)略與業(yè)務流程，易形成“戰(zhàn)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(tài)的“做了什么”，而忽視了動態(tài)的“如何實現(xiàn)”以及“與誰共同實現(xiàn)”的過程。最后，其實踐主體相對單一，主要依靠企業(yè)自身資源，未能有效撬動和整合更廣泛的社會網(wǎng)絡力量，可持續(xù)性與規(guī)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(xiàn)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(guī)”或“減少負外部性”，轉(zhuǎn)向主動“創(chuàng)造可持續(xù)的社會價值”，并將此作為企業(yè)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(yè)的獨角戲”變?yōu)椤岸嘣黧w的協(xié)奏曲”。企業(yè)扮演平臺搭建者、能力賦能者和生態(tài)協(xié)調(diào)者的角色，如同基層治理中引入“社區(qū)合伙人”，構(gòu)建“治理聯(lián)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(zhuǎn)變?yōu)榛诠餐繕说摹肮采矘s”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(nèi)涵

2.The Core Connotation of Shared Governance 2.0

基于中國企業(yè)與社會的前沿實踐，“共享治理2.0”模式可界定為：企業(yè)以自身的核心科技、平臺或資源優(yōu)勢為支點，通過創(chuàng)新的制度設計和數(shù)字化工具，構(gòu)建一個開放、協(xié)同、進化的治理生態(tài)系統(tǒng)。在此系統(tǒng)中，各利益相關方深度參與從議題識別、方案設計到執(zhí)行評估的全過程，共同創(chuàng)造可衡量、可延續(xù)的經(jīng)濟、社會與環(huán)境綜合價值，并合理分享發(fā)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(qū)別于傳統(tǒng)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(chuàng)的深度性：社會價值創(chuàng)造不再是成本項，而是與商業(yè)價值融合的投資項。例如，騰訊的“云稻米”項目，通過數(shù)字平臺連接城市消費者與鄉(xiāng)村農(nóng)田，既解決了農(nóng)產(chǎn)品銷路、提高了農(nóng)民收入（社會價值），也探索了新的商業(yè)模式和用戶連接方式（商業(yè)價值），實現(xiàn)了“兩價融合”。這與基層社區(qū)通過“空間共享”將閑置空地轉(zhuǎn)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(tài)化治理的廣度性：企業(yè)邊界被模糊，治理范圍擴展至整個價值生態(tài)圈。螞蟻集團的“螞蟻森林”不僅激勵了數(shù)億用戶的低碳行為，更連接了公益機構(gòu)、地方政府、種植戶等多方，形成了一個龐大的綠色行動生態(tài)。這類似于大同平城區(qū)開源街道構(gòu)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(qū)內(nèi)數(shù)十家共建單位的資源，解決了單一社區(qū)“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(tài)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(shù)字化解決方案時，深入街道與老人溝通，并創(chuàng)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(xiàn)。學術界將此概括為“CSR實驗”，即通過生產(chǎn)本地知識并據(jù)此調(diào)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(tǒng)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(tǒng)CSR/ESG：責任與合規(guī)。基于風險管理與聲譽維護，強調(diào)合規(guī)、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?；趹?zhàn)略機遇與共同進化，強調(diào)價值共創(chuàng)、資源共享與生態(tài)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(yè)角色

② Corporate Role

· 傳統(tǒng)CSR/ESG：責任的承擔者與報告的發(fā)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(tài)的構(gòu)建者與能力的賦能者。核心是連接、賦能與協(xié)調(diào)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(tǒng)CSR/ESG：有限咨詢與溝通。多為信息告知或調(diào)研，決策權(quán)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(chuàng)、執(zhí)行與評估，如社區(qū)“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(chuàng)造邏輯

④ Value creation logic

· 傳統(tǒng)CSR/ESG：成本中心或風險對沖。社會投入常被視為成本或?qū)撛陲L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(zhàn)略投資與創(chuàng)新源泉。社會價值投資驅(qū)動商業(yè)模式創(chuàng)新與核心競爭力構(gòu)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(tǒng)CSR/ESG：靜態(tài)的輸出與表現(xiàn)。關注捐款額、碳排放量、報告質(zhì)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(tài)的過程與影響。關注生態(tài)活力、協(xié)同效率、議題解決的可持續(xù)性及系統(tǒng)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(gòu)：一個多維交互的共享治理系統(tǒng)

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(gòu)成的動態(tài)復合系統(tǒng)。

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(xù)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(tǒng)的“導航儀”。其終極目標是實現(xiàn)商業(yè)價值與社會價值的“雙可持續(xù)”，即以可持續(xù)的商業(yè)回報支撐可持續(xù)的社會價值創(chuàng)造，又以持續(xù)的社會價值創(chuàng)新反哺和引領商業(yè)的未來發(fā)展。中國社會保障學會的研究進一步將其細化為企業(yè)社會責任的三重境界：從“守法合規(guī)”的底線（第一重），到“主動創(chuàng)造正外部性以利商業(yè)”（第二重），最終抵達“將社會價值內(nèi)化于企業(yè)基因，引領商業(yè)并推動社會進步”的卓越狀態(tài)（第三重）。共享治理2.0模式正是實現(xiàn)第三重境界的系統(tǒng)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(qū)動可持續(xù)價值創(chuàng)造的三大核心機制

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

這是系統(tǒng)的“發(fā)動機”。

This is the 'engine' of the system.

戰(zhàn)略融合機制：將共享治理的目標深度嵌入企業(yè)愿景、戰(zhàn)略規(guī)劃與資源配置中，如同華為將可持續(xù)發(fā)展設立為董事會層面的核心戰(zhàn)略。這要求高層承諾并建立專門的治理架構(gòu)（如騰訊的可持續(xù)社會價值事業(yè)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(tài)協(xié)同機制：設計激勵相容的規(guī)則，促進多元主體持續(xù)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(xiāng)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(quán)，基于本地化知識對項目進行動態(tài)調(diào)整和優(yōu)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(shù)字化平臺與實體網(wǎng)絡

3. Carrier layer: digital platform and physical network

這是系統(tǒng)的“基礎設施”。數(shù)字平臺（如公益平臺、社區(qū)云）是實現(xiàn)大規(guī)模連接、透明化協(xié)同和精準化匹配的技術基礎。實體網(wǎng)絡（如騰訊發(fā)起的“可持續(xù)社會價值生態(tài)圈”、社區(qū)的“黨建聯(lián)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(jié)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(tǒng)工程

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

1. 戰(zhàn)略錨定與頂層設計

1. Strategic anchoring and top-level design

企業(yè)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(qū)塊鏈）、平臺（如用戶連接、物流網(wǎng)絡）、數(shù)據(jù)或?qū)I(yè)知識。隨后，應將共享治理提升至公司級戰(zhàn)略，設立高級別領導機構(gòu)，并配置專項資源，確保“推動可持續(xù)社會價值創(chuàng)新”與主營業(yè)務并列成為公司發(fā)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(tǒng)性地融入主營業(yè)務價值鏈。在研發(fā)端，像華為開發(fā)“鶴顏學堂”幫助老年人跨越數(shù)字鴻溝一樣，將社會需求作為產(chǎn)品創(chuàng)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(chuàng)造的關鍵績效指標納入各級管理層與業(yè)務單元的績效評估體系，驅(qū)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(tài)構(gòu)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(zhuǎn)向“搭生態(tài)”?？梢詫W習龍頭企業(yè)聯(lián)合發(fā)起行業(yè)生態(tài)圈的做法，或借鑒社區(qū)“吸納社區(qū)合伙人”的模式。明確各方的權(quán)利、責任與利益分享規(guī)則，利用數(shù)字化工具建立高效、透明的協(xié)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(quán)，鼓勵其基于本地洞察進行創(chuàng)新，并容忍試錯。建立知識管理系統(tǒng)，將不同試點的經(jīng)驗教訓進行沉淀、分享和標準化推廣。最終，在企業(yè)內(nèi)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(zhàn)、評估與未來展望

四、Challenges, Assessment, and Future Prospects

1.主要挑戰(zhàn)

1. Main challenges

· 認知與激勵重構(gòu)挑戰(zhàn)：如何讓內(nèi)部（特別是股東和業(yè)務部門）認同社會價值投資的長期戰(zhàn)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(xié)同復雜性挑戰(zhàn)：跨部門、跨組織、跨部門的協(xié)同管理難度極大，對企業(yè)的平臺運營和生態(tài)協(xié)調(diào)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(zhàn)：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(tài)的系統(tǒng)，需超越傳統(tǒng)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(zhàn)略與業(yè)務整合

·Evaluation Dimension: Integration of Strategy and Business

· 關鍵指標：社會價值戰(zhàn)略地位；專項預算占比；社會價值KPI與業(yè)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(yè)模式創(chuàng)新

·Evaluation dimension: Business model innovation

· 關鍵指標：由社會議題催生的新產(chǎn)品/服務收入占比；降本增效帶來的商業(yè)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(tài)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(tài)伙伴數(shù)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(xié)同網(wǎng)絡效應

·Evaluation dimension: Collaborative network effect

· 關鍵指標：基于平臺產(chǎn)生的跨主體合作項目數(shù)量；知識、數(shù)據(jù)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(xiāng)村振興、普惠養(yǎng)老）的可量化產(chǎn)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(tǒng)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(yè)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(shù)量及迭代速度；從失敗中學習并調(diào)整戰(zhàn)略的系統(tǒng)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(chuàng)造”的認同度與參與度；相關內(nèi)部創(chuàng)新提案數(shù)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(xiàn)，呼應了從工業(yè)文明邁向生態(tài)文明的時代要求。它不僅是企業(yè)層面的管理創(chuàng)新，更是在中國式現(xiàn)代化進程中，對“有效市場、有為政府、有愛社會”如何更好結(jié)合的一種微觀制度探索。未來，該模式的發(fā)展將呈現(xiàn)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(zhàn)略更深融合：企業(yè)的共享治理實踐將更緊密地對接國家“鄉(xiāng)村振興”、“雙碳目標”、“共同富?！钡葢?zhàn)略，成為國家現(xiàn)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(qū)動性更強：人工智能、區(qū)塊鏈等技術將在促進信任、精準匹配、影響評估等方面發(fā)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(guī)則標準化：隨著實踐豐富，關于生態(tài)治理規(guī)則、價值核算方法、數(shù)據(jù)共享標準等有望逐漸形成行業(yè)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(gòu)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(yè)社會責任話語體系，提供一種強調(diào)“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(jié)論

4. Conclusion

企業(yè)可持續(xù)發(fā)展與社會責任的“共享治理2.0”模式，標志著企業(yè)角色從社會財富的創(chuàng)造者到社會進步協(xié)同者的根本性轉(zhuǎn)變。它通過構(gòu)建一個以企業(yè)核心能力為支點、多元主體深度參與的治理生態(tài)系統(tǒng)，將解決社會痛點轉(zhuǎn)化為驅(qū)動商業(yè)創(chuàng)新的源泉，從而破解了傳統(tǒng)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(xiàn)代化建設的土壤，融合了領先企業(yè)的價值創(chuàng)新與基層社會的治理智慧，不僅為企業(yè)在不確定時代構(gòu)建長期競爭力提供了新范式，也為全球思考如何讓商業(yè)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(yè)是否具備真正的戰(zhàn)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(gòu)建了以"責任閉環(huán)"為哲學本體論、以"價值沉默"為戰(zhàn)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(yè)可持續(xù)發(fā)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(yè)協(xié)會顧問。自2019年入職工業(yè)和信息化系統(tǒng)，深耕社會責任與可持續(xù)發(fā)展（供應鏈責任追溯等）及政產(chǎn)學研用媒利益相關方影響等領域。支撐完成工業(yè)和信息化部課題40余個。發(fā)表諸如《綠色金融與電子信息產(chǎn)業(yè)可持續(xù)發(fā)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(yè)社會責任指南》等多項行業(yè)關鍵標準。主導編制《電子信息行業(yè)社會責任建設與可持續(xù)發(fā)展報告》行業(yè)報告6本。2022-2025年，被評為“2021年度中國產(chǎn)業(yè)研究突出貢獻者”“2022年度電子信息企業(yè)社會責任建設年度突出貢獻者”“2024年度全球電子協(xié)會亞洲標準委員會杰出服務服務個人”“2025全球電子協(xié)會亞洲標委會杰出服務個人”“2025全球電子協(xié)會中國ESG杰出個人”。

報告

撰寫《中電標協(xié)社會責任工作委員會2021-2022年度工作報告》《中電標協(xié)社會責任工作委員會2022-2023年度工作報告》《中電標協(xié)社會責任工作委員會2023-2024年度工作報告》 《中電標協(xié)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(yè)社會責任建設發(fā)展報告》 《2022-2023年度電子信息行業(yè)社會責任建設與可持續(xù)發(fā)展報告》《2023-2024年度電子信息行業(yè)社會責任建設與可持續(xù)發(fā)展報告》 《2024-2025年度電子信息行業(yè)社會責任建設與可持續(xù)發(fā)展報告》。

工作要點

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

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發(fā)表《淺談綠色金融在電子信息產(chǎn)業(yè)可持續(xù)發(fā)展中的矛與盾》（《金融電子化》期刊4月刊上）《電子信息行業(yè)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(yè)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(yè)年度社會責任報告發(fā)布》（中華工商時報 2025-01-13 第04版：四版）《八成企業(yè)借電子信息技術促產(chǎn)業(yè)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(yè)社會責任年會》（《中國經(jīng)營報》2026-01-31）

論文

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