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承包后的企业如何克服短期行为,增强发展后劲,是当前承包理论和实践上的一个热点,也是一个难点。有一种观点认为,承包经营容易导致企业短期行为,因而他们主张用延长承包期,把固定资产增殖额和技术革新指标纳入承包合同内容,以及加强对承包企业的宏观控制等方法来加以克服。我们认为这些工作固然必要,但重点应放在企业方面。因为承包后,企业已成为责、权、利相结合的经济实体。从责方面看,企业不仅包财政上交,而且包企业发展后劲;从权方面看,企业不仅有了经营管理权,而且有了投资权;从利方面说,只有增强企业后劲,才能保证企业经济效益的不断提高和职工收
How the contracted companies overcome short-term behavior and enhance their development stamina is a hot and difficult issue in current contracting theory and practice. There is a view that contracting management tends to lead to short-term corporate behavior. Therefore, they advocate the use of an extended contract period, the inclusion of fixed asset proliferation and technological innovation indicators in the contents of contracted contracts, and the strengthening of macro control over contracted companies. We believe that these tasks are necessary, but the focus should be on the corporate side. Because after contracting, the company has become an economic entity with a combination of responsibility, power, and interest. From the point of view of responsibility, enterprises not only turn over the financial package, but also develop the company’s stamina. From the perspective of rights, enterprises not only have the right to operate and manage, but also have the right to invest. From the aspect of profit, only by enhancing the stamina of enterprises can enterprises be guaranteed. The continuous improvement of economic efficiency and employee income