提升中国企业管理的绩效,如避开产权公就战略、组织、营销等大谈特谈,只不过是重拳击在棉花上。产权所界定的是谁所有谁收益,这些渗透到企业经营管理中便界定了谁有决策权谁有控制权,亦为管理中权责的明确、激励机制的设立夯实了基础。长期以来中国企业在打造产权结构的努力上存在两个盲点:一是将产权明晰局限于市场与企业这两种资源配置方式边界的明晰上,而没有触及 To improve the performance of Chinese business management, such as avoiding the property rights industry to talk about strategy, organization, marketing and other special talks, it is only heavy boxing on cotton. Whose property rights are defined by whoever benefits, which penetrates into the business management of the company, defines who has the decision-making power and who has control, and also lays a solid foundation for the clear definition of powers and responsibilities in management and the establishment of incentive mechanisms. For a long time, Chinese companies have had two blind spots in their effort to create a property rights structure: First, the property rights have been clearly limited to the clarity of the boundary between the two resource allocation methods: market and enterprise, but not touched.