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从1992年开始推行股份制至今已有近十个年头。国有企业股份制改造已基本完成,“三会”领导下的总经理负责制也已基本到位,不良资产及非经营性资产也已经部分剥离,但一部分国有企业仍然没象大家所盼望的那样,焕发出勃勃的生机和活力。相反,却象一盘没有走活的棋,陷入了僵局。笔者认为主要原因在于股份制改造的深度和力度还不够。
It has been nearly ten years since the introduction of the shareholding system in 1992. The shareholding system reform of state-owned enterprises has been basically completed. The general manager responsibility system under the leadership of the “three sessions” has also basically been put in place. Non-performing assets and non-operating assets have also been partially diverted, but some state-owned enterprises are still not as expected , Full of vigor and vitality. On the contrary, it is like an unlivable chess, and it is deadlocked. The author thinks the main reason is that the depth and intensity of joint-stock reform are not enough.