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建工集团的形成目前主要是由原行政建制的工程局、总公司转换而成,其核心层和紧密层企业均是原行政隶属企业。就建工集团发展的总体看,这两个层次的企业与集团本身尚处于一种卡特尔式的松散联合上,其经营管理方式主要以合同契约式为主。虽然,集团在各自的章程中都表明要以股权为联接纽带,并作为集团的主要经营管理方式。但这一带根本性的改革在实际运作中,受到外部经济环境和集团内部运行机制重新构造的双重阻力而难以实现,主要反映在: 1.权利和责任的脱节 建工集团由于是行政建制为主体的改制,历史形成的权利与责任相分离的惯性仍然很大,经济实力和资产关系的基础较差,集中表
The formation of the Construction Engineering Group is currently the conversion of the formerly-administered Engineering Bureau and the head office. The core and closely-incorporated enterprises are the original administrative subsidiaries. In terms of the overall development of the Construction Industry Group, these two levels of enterprises and the group itself are still in a cartel-style loose association, and their business management methods are mainly based on contractual contracts. Although, in their respective articles of association, the Group has indicated that it is necessary to use equity as a link to connect and act as the main management and management method of the Group. However, the fundamental reforms in this area have been difficult to implement due to the dual resistance of the external economic environment and the internal restructuring of the group’s internal operational mechanisms. This is mainly reflected in: 1. The disconnection of rights and responsibilities. The construction group is the main body of the administrative system. In the restructuring, the inertia of historically formed rights and responsibilities is still very large, and the foundation of economic strength and asset relations is poor.