本文選題：SH集團(tuán) + 跨國(guó)公司��； 參考：《山東大學(xué)》2017年碩士論文

【摘要】：伴隨全球經(jīng)濟(jì)一體化進(jìn)程的不斷加速,我國(guó)很多企業(yè)集團(tuán)已進(jìn)入海外戰(zhàn)略布局和縱深發(fā)展階段,當(dāng)前大多面臨著既要做大做強(qiáng)又要解決靈活經(jīng)營(yíng)的問題。企業(yè)管理能力和管理效率的不足在企業(yè)規(guī)模擴(kuò)大后表現(xiàn)得愈發(fā)明顯,特別是成為跨國(guó)企業(yè)集團(tuán)之后。母公司對(duì)海外子公司能否實(shí)現(xiàn)既能有力管控又能保證其靈活性,關(guān)系到企業(yè)的長(zhǎng)遠(yuǎn)發(fā)展。SH集團(tuán)是山東省大型國(guó)有企業(yè)集團(tuán),有著三十多年的企業(yè)發(fā)展歷史。當(dāng)前,集團(tuán)主要業(yè)務(wù)包括海外投資、國(guó)際承包工程、國(guó)家援建項(xiàng)目、人力資源合作交流、培訓(xùn)等領(lǐng)域,尤其是海外投資建設(shè)基礎(chǔ)設(shè)施項(xiàng)目,國(guó)際市場(chǎng)上有著很高的知名度,項(xiàng)目輻射五大洲106個(gè)國(guó)家和地區(qū)。隨著SH集團(tuán)國(guó)際化進(jìn)程將進(jìn)一步加快,使國(guó)際板業(yè)務(wù)成為集團(tuán)業(yè)務(wù)的半壁江山已寫入集團(tuán)發(fā)展規(guī)劃。如何有效地管理海外子公司,確保母公司與子公司之間的合作良好有序和國(guó)際業(yè)務(wù)的快速穩(wěn)定發(fā)展成為重要課題。本文以跨國(guó)公司治理、海外子公司治理等理論為支撐,立足SH集團(tuán)海外子公司管控現(xiàn)狀,理論聯(lián)系實(shí)際,分析SH集團(tuán)當(dāng)前管控模式存在的問題和風(fēng)險(xiǎn)。經(jīng)研究分析,本文認(rèn)為SH集團(tuán)管理控制方面存在現(xiàn)有管控體系不足、母公司理結(jié)構(gòu)有待完善、海外子公司治理機(jī)制欠缺、母子公司管控手段過于單一、風(fēng)險(xiǎn)控制能力薄弱等問題。本研究通過理論研究工具,立足實(shí)際,客觀分析SH集團(tuán)國(guó)際化面臨的內(nèi)外部環(huán)境及海外子公司管理控制狀況,有針對(duì)性地進(jìn)行剖析,精準(zhǔn)地定位其發(fā)展節(jié)點(diǎn),識(shí)別潛在風(fēng)險(xiǎn)并提出預(yù)警。筆者借鑒海外子公司管控相關(guān)理論研究成果,理論與實(shí)踐相結(jié)合,就目前SH集團(tuán)的海外子公司管理控制體系進(jìn)行優(yōu)化提升。通過對(duì)海外子公司戰(zhàn)略管理、公司治理、人力資源、財(cái)務(wù)、投資、風(fēng)險(xiǎn)、信息、安全等方面進(jìn)行全面補(bǔ)充或優(yōu)化,達(dá)到對(duì)海外子公司有效管理控制的目標(biāo)。在當(dāng)前經(jīng)濟(jì)全球化和"一帶一路"的國(guó)內(nèi)外背景下,制定一整套系統(tǒng)更加優(yōu)化和完善的海外子公司管理控制體系,將先進(jìn)的管理理念和管理模式引入我國(guó)跨國(guó)國(guó)有企業(yè)集團(tuán)中,具有重要的實(shí)踐價(jià)值。同時(shí),本文針對(duì)SH集團(tuán)所做的典型案例研究,也能夠給大型國(guó)有企業(yè)跨國(guó)治理及海外子公司管控更為深入的理論研究提供參照。
[Abstract]:With the acceleration of the process of global economic integration, many enterprise groups in China have entered the stage of overseas strategic layout and deep development. At present, most of them are faced with the problem of not only becoming bigger and stronger, but also solving the problem of flexible management. The deficiency of enterprise management ability and management efficiency becomes more and more obvious after the expansion of enterprise scale, especially after becoming a multinational enterprise group. Whether the parent company can manage and control the overseas subsidiary company or not can guarantee its flexibility, which is related to the long-term development of the enterprise. SH group is a large state-owned enterprise group in Shandong Province, and has a history of more than 30 years of enterprise development. At present, the Group's main business includes overseas investment, international contracting projects, state-assisted construction projects, cooperation and exchange of human resources, training and other fields, especially overseas investment in infrastructure projects, and has a high reputation in the international market. The project radiates 106 countries and regions on five continents. With SH Group internationalization process will be further accelerated, so that international board business has been written into the Group's development plan. How to manage the overseas subsidiaries effectively and ensure the cooperation between the parent company and the subsidiary company and the rapid and stable development of the international business has become an important issue. Based on the theories of multinational corporation governance and overseas subsidiary management, based on the current situation of SH group's overseas subsidiary control, this paper analyzes the problems and risks of SH group's current management and control mode. Through research and analysis, this paper thinks that SH group management and control system is insufficient, the parent company structure needs to be improved, the overseas subsidiary company governance mechanism is lacking, the parent company management and control method is too single. Risk control ability is weak and so on. Through theoretical research tools, based on reality, this study objectively analyzes the internal and external environment faced by SH Group internationalization and the management and control situation of overseas subsidiaries. Identify potential risks and alert them. The author draws lessons from the overseas subsidiary management and control related theory research results, combines theory with practice, and optimizes and promotes the overseas subsidiary management control system of SH Group. Through the strategic management, corporate governance, human resources, finance, investment, risk, information, security and other aspects of the overall supplement or optimization, to achieve the overseas subsidiary effective management and control objectives. Under the background of economic globalization and "Belt and Road" at home and abroad, a set of management and control systems for overseas subsidiaries are developed, and advanced management concepts and management models are introduced into China's multinational state-owned enterprise groups. It has important practical value. At the same time, the typical case study of SH Group can also provide a reference for the theoretical research of transnational governance and overseas subsidiary control of large state-owned enterprises.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F276.7

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