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中国国有企业搞不好,病根往往在于公司治理。《淡马锡的公司治理》一文,揭示了新加坡全资国有企业淡马锡公司拥有令他国的国企不能望其项背的良好经营表现的原因——卓越的公司治理结构,特别是独立董事占董事会多数的制度。《“内部人”控制导演山东巨力败落》则揭示了“内部人”是如何一步步“化公为私”,掏空上市公司的。《浪潮“换标”背后的战略变奏》一文讲的是,浪潮启用新标识并非仅仅是一次单纯的换标行为,而是其“专注化、体化、利益共同体和国际化”战略深化的结果。浪潮变革能顺利实现,与浪潮集团股改完成,员工持有25%股伤有密切的关系。当然,我们也认为,浪潮要长盛不衰,仅有管理层及员工持股也是不够的,他们不妨也学学淡马锡的公司治理,建立一个与政府股东、下属公司的良好治理关系。
Chinese state-owned enterprises do not do well, the root cause often lies in corporate governance. Temasek’s Corporate Governance reveals the reason why Temasek, a Singapore-owned state-owned enterprise, has a good business performance that state-owned enterprises in other countries can not expect to find its presence in the world - superior corporate governance and, in particular, a system in which independent directors make up the majority of the board of directors. “” Insider “control director Shandong giant” defeat “reveals” insider “step by step” public to private “, hollowing out listed companies. The article ”Strategy Variations Behind“ the Standardization of ”Inspur“ is that Inspur launches the new logo is not merely a mere sign-off exercise, but the result of its deepening strategy of ”specialization, assimilation, community of interests and internationalization" . Inspur wave of change can be smoothly realized, and Inspur Group share reform is completed, employees hold a 25% share of injury is closely related. Of course, we also believe that the tide will be prosperous. It is not enough for the management and employees to hold shares. They may also learn from Temasek’s corporate governance and establish a good governance relationship with government shareholders and subsidiaries.