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论文编号：	12009
作者编号：	2320180529
上传时间：	2020/12/9 21:06:24
中文题目：	JX集团混合所有制改革策略与经验总结
英文题目：	JX Group''''s Mixed Ownership Reform Strategy and Lessons Learned
指导老师：	武立东
中文关键字：	国有企业；混合所有制改革；公司治理
英文关键字：	State-owned Enterprises; Mixed Ownership Reform; Corporate Governance
中文摘要：	2016年中央经济工作会议明确提出，混合所有制改革是国有企业改革的重要突破口。我国国有企业一直以来发挥着十分重要的意义。自中央企业到全国各地的地方国有企业都在如火如荼进行混合所有制改革。因此，从国有企业混合所有制改革个案研究中探寻改革的实现路径与模式，梳理成功经验、总结共性规律，具有重要的理论与现实意义。目前，自中央企业到全国各地的地方国有企业都在如火如荼进行混合所有制改革，混合所有制改革的方案路径各有千秋，成效体现也各有不同。因此，从中探寻改革的实现路径与模式，梳理成功经验、总结共性规律，既是对研究素材样本库的丰富，也是对国家深化改革模式的有益探索，对促进整体经济发展具有重要意义。 本文针对地方国有企业混合所有制改革问题为研究对象，选取M市的市属非制造类国有企业JX集团为案例展开研究。本文系统回顾了混合所有制改革、公司治理、股权结构与董事会运作等相关文献，从现代企业理论、委托——代理理论、产权管理理论等理论出发，总结了股权结构模式、董事会运作、股权激励设计、战略投资者选择等研究，为论文展开奠定了坚实的理论基础。 本文在分析我国混合所有制改革发展情况的基础上对M市国有企业的改革历程做了详细梳理，重点阐述了其中的典型案例JX集团混合所有制改革的发展脉络，在剖析混合所有制改革前企业现状的基础上，进一步从引入战略投资者、企业经营者身份转变、员工安置以及资产处置等方面揭示了JX集团在混合所有制改革过程中面临的主要问题及产生的根源。针对这些问题，论文论述了JX集团混合所有制改革的必要性、发展方向以及目标任务，并从股权结构设计、公司治理结构、资产人员安置以及经营者激励等方面提出了JX集团混合所有制改革方案，并通过对JX集团混合所有制改革完成后的企业变革和成效梳理，总结M市国有企业混合所有制改革的成功经验，力图对相关国有企业混合所有制改革实践提供借鉴。
英文摘要：	The 2016 Central Economic Work Conference clearly stated that mixed-ownership reform is an important breakthrough in the reform of state-owned enterprises (SOEs). China's SOEs have been playing a very important role. From central enterprises to local SOEs across the country, mixed-ownership reform is in full swing. Therefore, it is of great theoretical and practical significance to explore the paths and modes of reform, sort out successful experiences and summarise common rules from case studies of SOEs mixed-ownership reform. At present, from central enterprises to local SOEs across the country are carrying out mixed-ownership reform in full swing, with different plans and paths for mixed-ownership reform and different manifestations of effectiveness. Therefore, exploring the paths and modes of reform, sorting out successful experiences and summarising common rules are not only a rich source of research materials and samples, but also a useful exploration of the national reform model, which is of great significance for promoting overall economic development. This paper focuses on the issue of mixed-ownership reform of local SOEs, and chooses JX Group, a municipal non-manufacturing SOEs in Province M, as a case study. This paper systematically reviews the relevant literature on mixed ownership reform, corporate governance, shareholding structure and board operation, and summarises the research on shareholding structure model, board operation, share incentive design and strategic investor selection from the theories of modern enterprise theory, principal-agent theory and property right management theory, laying the foundation for the development of the paper. A solid theoretical foundation has been laid. Based on an analysis of the development of mixed ownership reform in China, this paper examines the reform history of SOEs in Province M, in detail, highlights the development of mixed ownership reform in a typical case, JX Group, on the basis of an analysis of the status quo before mixed ownership reform, further reveals JX Group's development in terms of the introduction of strategic investors, the transformation of its status as an enterprise operator, the placement of its employees and the disposal of its assets. The main problems faced by the JX Group in the process of mixed ownership reform and the root causes of these problems are discussed. To address these problems, the paper discusses the necessity, development direction and objectives of JX Group's mixed-ownership reform and proposes a mixed-ownership reform plan for JX Group in terms of shareholding structure design, corporate governance structure, asset and personnel placement and operator incentives. The successful experience of the reform attempts to provide lessons for the practice of mixed-ownership reform of related SOEs.
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