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

【摘要】：伴隨全球經(jīng)濟一體化進程的不斷加速,我國很多企業(yè)集團已進入海外戰(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又要解決靈活經(jīng)營的問題。企業(yè)管理能力和管理效率的不足在企業(yè)規(guī)模擴大后表現(xiàn)得愈發(fā)明顯,特別是成為跨國企業(yè)集團之后。母公司對海外子公司能否實現(xiàn)既能有力管控又能保證其靈活性,關(guān)系到企業(yè)的長遠發(fā)展。SH集團是山東省大型國有企業(yè)集團,有著三十多年的企業(yè)發(fā)展歷史。當(dāng)前,集團主要業(yè)務(wù)包括海外投資、國際承包工程、國家援建項目、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)施項目,國際市場上有著很高的知名度,項目輻射五大洲106個國家和地區(qū)。隨著SH集團國際化進程將進一步加快,使國際板業(yè)務(wù)成為集團業(yè)務(wù)的半壁江山已寫入集團發(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。本文以跨國公司治理、海外子公司治理等理論為支撐,立足SH集團海外子公司管控現(xiàn)狀,理論聯(lián)系實際,分析SH集團當(dāng)前管控模式存在的問題和風(fēng)險。經(jīng)研究分析,本文認為SH集團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、海外子公司治理機制欠缺、母子公司管控手段過于單一、風(fēng)險控制能力薄弱等問題。本研究通過理論研究工具,立足實際,客觀分析SH集團國際化面臨的內(nèi)外部環(huán)境及海外子公司管理控制狀況,有針對性地進行剖析,精準地定位其發(fā)展節(jié)點,識別潛在風(fēng)險并提出預(yù)警。筆者借鑒海外子公司管控相關(guān)理論研究成果,理論與實踐相結(jié)合,就目前SH集團的海外子公司管理控制體系進行優(yōu)化提升。通過對海外子公司戰(zhàn)略管理、公司治理、人力資源、財務(wù)、投資、風(fēng)險、信息、安全等方面進行全面補充或優(yōu)化,達到對海外子公司有效管理控制的目標。在當(dāng)前經(jīng)濟全球化和"一帶一路"的國內(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,將先進的管理理念和管理模式引入我國跨國國有企業(yè)集團中,具有重要的實踐價值。同時,本文針對SH集團所做的典型案例研究,也能夠給大型國有企業(yè)跨國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)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F276.7

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