Suchergebnisse

El objetivo del trabajo es analizar las relaciones entre la Responsabilidad Social Corporativa, RSC y la performance financiera de empresas europeas, buscando una posible relación causal entre ambas dimensiones. Hasta la fecha, se han alcanzado resultados dispares al analizar dichas relaciones, debido a causas diversas, que han sido abordadas en el presente trabajo, aplicando modelos estadísticos para seleccionar las variables que representan ambas performances, introduciendo un desfase temporal de tres años al medir la relación entre la RSC y los resultados financieros de las empresas (diversos autores afirman que el impacto de la RSC en el rendimiento de es a medio plazo) y separando el análisis entre empresas de sectores cuyo comportamiento (desde un punto de vista RSC) es homogéneo o heterogéneo (numerosos autores indican que el sector es una variable moderadora muy importante). Para comenzar a analizar las relaciones entre ambas dimensiones, en el presente trabajo se aplica un modelo de programación por metas, generando medidas únicas del comportamiento social y los resultados financieros. Estos valores de RSC se comparan con diversas variables económico-financieras, que representan los rendimientos y la dimensión de las empresas analizadas. A continuación, se lleva a cabo un análisis de correlaciones entre las variables que miden ambos comportamientos. Al final, se concluye que la RSC y la performance financiera no están correlacionadas entre sí, pero si se comparan las variables económico-financieras con la variable que representa a los Grupo de Interés (la dimensión que, en el análisis factorial exploratorio, explica el mayor porcentaje de variabilidad de la varianza del comportamiento social de las empresas y que, además, es una de la variables que mayor peso le otorga el modelo de Programación por Metas), se verifica que esta variable sí está correlacionada con varias variables económico-financieras. Ante estos datos, el análisis se centra en esta dimensión (Grupos de Interés), para determinar si ...

[EN] The 17 Sustainable Development Goals (SDGs) adopted by the United Nations are at the center of the global political agenda to eradicate extreme poverty, achieve universal education, promote gender equality and ensure environmental sustainability between others. These goals are organised in 169 indicators, which give an accurate perspective on the main dimensions related with country sustainable development. To gain insight into the relative position of involved countries, it is necessary to develop a composite index that summarises the global progress in the achievement of these goals, but considering possible conflicts and trade-offs between individual SDGs. The objective of this paper is to introduce a Goal Programming model to calculate a composite SDG index, capable of overcoming some of the limitations of celebrated approaches such as arithmetic and geometric averages. The proposed model balances between two extreme solutions: one which calculates a consensus index that reflects the majority trend of the SDGs, and another one which biases the estimated index towards those SDGs that show the most discrepancy with the rest. The model is applied on the EU-28 countries, and shows that the best performing countries regarding the sustainable development are Austria and Luxembourg, while Greece and Romania remain as the worst performers. ; Guijarro, F.; Poyatos-León, JÁ. (2018). Designing a Sustainable Development Goal Index through a Goal Programming Model: The Case of EU-28 Countries. Sustainability. 10(9). https://doi.org/10.3390/su10093167 ; S ; 3167 ; 10 ; 9

[EN] Corporate social responsibility (CSR) can be measured by a number of different criteria, some of which are similar to each other, while others can be manifestly contrary to the general tendency. This means that some companies can obtain a good valuation in some criteria but a bad valuation in others, which makes it difficult to assess the company¿s overall CSR valuation. It is not easy to find a single measure that covers all aspects of corporate social performance. This paper aims to estimate multicriteria CSR performance through different models of goal programming and by taking into account all the dimensions that make up CSR. An illustrative example shows the result of applying these models to a database composed of 212 European companies, which enabled us to identify the most socially responsible group, regardless of the approach considered in the construction of the multicriteria performance. The results show that environmental and corporate governance dimensions are the most important elements in measuring this performance ; García-Martínez, G.; Guijarro, F.; Poyatos-León, JÁ. (2019). Measuring the social responsibility of European companies: a goal programming approach. International Transactions in Operational Research. 26(3). doi:10.1111/itor.12438 ; S ; 26 ; 3

26 3 ; S ; [EN] Corporate social responsibility (CSR) can be measured by a number of different criteria, some of which are similar to each other, while others can be manifestly contrary to the general tendency. This means that some companies can obtain a good valuation in some criteria but a bad valuation in others, which makes it difficult to assess the company¿s overall CSR valuation. It is not easy to find a single measure that covers all aspects of corporate social performance. This paper aims to estimate multicriteria CSR performance through different models of goal programming and by taking into account all the dimensions that make up CSR. An illustrative example shows the result of applying these models to a database composed of 212 European companies, which enabled us to identify the most socially responsible group, regardless of the approach considered in the construction of the multicriteria performance. The results show that environmental and corporate governance dimensions are the most important elements in measuring this performance García-Martínez, G.; Guijarro, F.; Poyatos-León, JÁ. (2019). Measuring the social responsibility of European companies: a goal programming approach. International Transactions in Operational Research. 26(3). doi:10.1111/itor.12438