企業社會責任與勞資衝突—以越南台商製鞋公司的罷工為例

西方品牌企業要求其生產供應鏈中的代工廠落實企業社會責任，為了改變第三世界的勞動條件。但仍有許多人懷疑其效用，認為企業社會責任只是一種掩飾剝削的公關行動而已？假如企業社會責任真能夠提升勞動條件，為何越南許多配合落實企業社會責任的公司仍然發生罷工？本研究以替品牌企業代工的越南台商鞋廠為觀察對象，透過觀察其生產供應鏈，並且訪談在越南的臺灣管理層、西方品牌企業（客戶）、（越南）政府，還有工人以及廠內工會，來探討企業社會責任在越南的落實情形。我們認為企業社會責任的推動，必須讓生產供應鏈中的各個代表參與，尤其不可忽視工人的代表—廠內工會的力量。本研究發現，唯有健全、能代表工人的廠內工會存在，並且與資方管理層有良好的制衡合作，才能夠成功落實企業社會責任，否則將無法改善目前資方管理層與工人之間失衡的勞資關係。

關鍵字

企業社會責任；企業行為守則；勞資衝突；罷工；工會

並列摘要

Western brand name companies requests their subcontracting companies to take corporate social responsibility (CSR) to improve third world workers’ working conditions. But the effectiveness of CSR is often under suspicion. Is it (CSR) just a “tool” for public relationship? If CSR is really effective, why there are so many strikes in these CSR implemented subcontracting companies? In this study, the case study is from the footwear industry in Vietnam. I adopt interviews with managers of a Western brand name company, Taiwanese managers in Vietnam, Vietnamese workers and trade unions. I conclude that without democratic participation of local workers (i.e. trade unions) to represent their interests, any top-down CSR implementation from brand name companies and subcontracting companies will have its limitation, and will not be able to change the unequal power relations between management and workers.