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一些企业在改制运行一段时期后开始进入新的发展困境。是什么致使一个获得新生的企业重新陷入困境?如何才能使企业从改制开始就步入规范管理的新阶段?20世纪末和21世纪初期,在国有企业主辅分离、辅业改制的大背景下,众多中小建筑施工企业,纷纷在政策引导与支持下走上改制之路。改制实施中,由于企业历史包袱重、员工数量多、固定资产大,在缺乏外部战略投资者的情况下,采取全员持股的方式更易操作,但这种改制方式会带来一系列遗留问题,如股权分散、机制不活、代理
Some enterprises started to enter a new development dilemma after a period of restructuring and operation. What makes a newly reborn enterprise regain its trouble? How to make the enterprise enter the new stage of standardization management from the beginning of restructuring? In the late 20th century and the early 21st century, under the background of separation of state-owned enterprises from main business and auxiliary business, Many small and medium-sized construction enterprises, have been guided by the policy and support embarked on the road to restructuring. In the implementation of restructuring, due to the heavy burden of history, the large number of employees and the large fixed assets, it is easier to operate in the form of full shareholding without external strategic investors. However, such restructuring will bring a series of problems left over , Such as decentralized ownership, mechanism inaction, agency