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上海石化自1993年改制以来,初步建立了具有合理产权结构的现代企业制度,但由于企业的历史成因并伴随着企业的发展,又派生出许许多多的子公司和孙子公司。对于这些公司的管理和控制权问题,一直成为公司管理层研究的问题。一种观点是“抓大放小、去枝强干”。而另一种观点则是配套主业联动,加强控制力。这几年的实际运作是使上海石化朝着“主辅分离,逐步与市场接轨”的方向迈进。但对于这些作为辅业分离出来的公司的管理控制力和与市场接轨需要的激励机制的矛盾,始终不能得到合理的解决,本文希望通过产权归属合理性的探索,用创新的思维和机制来
Since its restructuring in 1993, Shanghai Petrochemical Company has initially established a modern enterprise system with a reasonable structure of property rights. However, due to the historical reasons of the enterprises and the development of the enterprises, many subsidiaries and grandchildren have also been derived. The management and control of these companies has always been a problem for the management of the company. A point of view is “grasping big, small to strong”. The other point of view is supporting the main industry linkage and strengthening control. The actual operation of the past few years is to make Shanghai Petrochemical towards “separation of the main and auxiliary, and gradually with the market” direction. However, the contradictions between the management control power of these companies separated as auxiliary industry and the incentive mechanism required by the market can not be solved properly. This paper hopes that with the exploration of the rationality of ownership of property rights and innovative thinking and mechanism