Abstract: Corporate social strategy provides a new theoretical perspective for creating corporate value by combining social responsibility and corporate strategy, but its mechanism are not identified yet. The newly emerging concept of corporate social strategy is composed of social planning and social positioning, using a series of corporate resources and social projects so as to achieve specific social goals and corporate value creation. However, how to integrate social responsibility and social strategy into corporate social strategy? What is the mechanism of economic value and social value creation of social strategy? How does organic organizational culture influence the value creation of corporate social strategy? What is the impact of different types of culture? All such questions in enterprise sustainability and strategic management are in urgent need of being answered.Therefore, this paper aims to explore the relationship between corporate social strategy and value creation, and try to verify the effectiveness of social strategy in China’s multi-cultural context.
Based on strategic management theory and resource-based theory, this study explores the impact of corporate social strategy on value creation. First ,the establishment of corporate social strategic plan shows that the enterprise is aware of the significant opportunities or risks existing in the non market environment; in order to show the strategic intention, the corporate immediately needs to show the resource management and relevant policies aimed at creating unique competitive positioning. Corporate regard planning and positioning as the key to formulate social strategy, and allocate resources reasonably in social planning and positioning according to different environmental characteristics, so as to create economic value through social projects. Therefore,we propose that corporate social planning and social positioning have a significant positive impact on corporate value creation. Then, Organizational culture is the “adhesive” that connects enterprises and society. The adhocracy culture of flexibility and external orientation encourages enterprises to break through existing norms, seek new resources, and formulate corresponding social plans considering environmental, social and economic factors. Respond to changes in the external environment, promote social strategies and build newer or higher quality social responses, motivate companies to make appropriate adjustments in product and service planning, and participate in the introduction of new and improved processes and services. The clan culture, which emphasizes cohesiveness and internal orientation, effectively promotes effective information processing and sharing inside and outside the organization, enabling enterprises to formulate corresponding social plans to respond to customers’ changing needs in a timely manner, helping enterprises to capture existing market demands and reduce them. The potential risk of stealing resources to the buyer’s needs. This paper proposes adhocracy culture and clan culture plays a positive role in regulating the social orientation and value creation of enterprises.
To test our hypotheses, a questionnaire survey was conducted in China using Random sampling.The study sample consisted of employees from organizations of different sizes, owner ships, and industry type. Finally, 433 sets of questionnaires were obtained.Hierarchical regression analysis was used to test the hypothesized relationships.This study has several findings.First, corporate social strategy has a significant positive impact on value creation, both social planning and social positioning are conducive to the promotion of corporate value creation.Second, organic culture has a significant regulatory role between corporate social strategy and value creation. The adhocracy culture positively regulates the relationship between social planning, social positioning and value creation, while the clan culture only regulates the relationship between social positioning and value creation.
This study provides the following guidance and reference for the development of corporate social strategic activities and the construction of corporate culture: Firstly, enterprises should cultivate social strategies from the value concept of balancing economic and social benefits, and break through the negative effects brought by the asymmetry of enterprises’attention to internal and external environment. In the system of economic transformation, enterprises can not effectively obtain some external key resources in the process of value creation, which reduces the legitimacy and resource utilization efficiency of enterprises formed by external support. Therefore, Chinese enterprises should pay attention to and carry out social strategic activities consciously in order to ease the restraint brought by the external social environment of enterprises, so as to be more beneficial and create value. In addition, although social strategy plays a significant role in value creation of enterprises, it is not a comprehensive problem to solve the economic and social benefits creation of enterprises. Enterprise managers should actively cultivate their own capabilities and institutional legitimacy, overcome the problems existing in business activities and value creation process from the perspective of social strategy and market strategy, and enhance the competitiveness and price of enterprises. Value creation ability. Secondly, we should give full play to the leverage effect of organic organizational culture in the process of social strategy influencing the realization of value creation. Organic culture is essentially an aggregate of ideology and codes of conduct formed over a long period of time within the organization. Guided by these ideologies and codes of conduct, enterprises can effectively deal with conflicts with various stakeholders, reduce management costs, and enhance team effectiveness. The innovative atmosphere and cohesive efficiency formed by organic organizational culture can make enterprises win-win with all stakeholders. Therefore, Chinese enterprises should build their own organizational culture according to their own characteristics, integrate cultural construction with social and economic development, and enhance the efficiency of economic and social value creation of enterprises.
This study still has certain limitations, which provides a realistic basis and theoretical clues for future research. First, this paper only explores the process of corporate value creation under the transitional economic system from the perspective of the key influencing factor of enterprise social strategy. In the future, it is necessary to combine market strategy and other strategies to explore the synergistic mechanism of enterprise value creation. Secondly, this paper uses organic organizational culture to reflect the effectiveness of Chinese context in value creation. Later research can try to deepen its influence on enterprise value creation from key variables such as board characteristics, decision-making mechanism and innovation ability. Thirdly, in view of the limitations of the time and funds of the survey, the selected area of the sample still has some limitations. Future research can expand the scope of sample selection and improve the accuracy of the research object to ensure the accuracy and scientificity of the sample data.

Key words: social planning, social positioning, adhocracy culture, clan culture, value creation