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通过职工持股会,使劳动者与公司成为利益共同体,为绿地锻造了一支真正与企业休戚相关的团队作为上海国资系统一家“另类”企业,绿地的成功令人好奇。短短21年,其从1992年注册资本仅有2000万元的国企,成为如今体量2000多亿元的混合所有制巨头,位列世界500强359位。绿地多次宣称其秘诀在于“国有体制、市场机制”。在其迅速成长的过程中,这家曾经的纯国企,经历了怎样的改制历程,才成功练就这种令人称奇的运作机制?应该说在绿
Through the Employee Stock Ownership Association, the workers and the company have become the community of interests, forging a team that is truly related to the enterprise. As the “alternative” enterprise of Shanghai State-owned Assets Management System, the success of the green space is curious. In a short period of 21 years, the state-owned enterprise with a registered capital of only 20 million yuan in 1992 has become the mixed-ownership giant with a total value of more than 200 billion yuan and 359 of the world’s top 500. The green land has repeatedly declared its secret lies in “state-owned system, market mechanism ”. In the course of its rapid growth, how has this once purely state-owned enterprise experienced the process of restructuring and succeeded in implementing this amazing operation mechanism? It should be said that in the green