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企业重组整合是当今世界经济发展的重要趋势,也是中国深化改革的重要方向。国企的重组已经成为国有企业优化产业结构和资源配置的有效手段,更成为了地方国有企业结构调整和深化改革的重要形式。然而,在国有企业重组后,面临着战略整合、人事整合、制度整合、财务整合、文化整合等一系列问题。为解决上述问题,本文结合云南建投的实践案例,通过对其整合的举措和效果的分析,总结了其成功经验,为地方国企重组后的整合提供了具有可操作性的借鉴和启示。
The restructuring of enterprises is an important trend in the world economic development today and an important direction for China to deepen its reform. The reorganization of state-owned enterprises has become an effective means of optimizing the industrial structure and resource allocation of state-owned enterprises, and has become an important form of structural adjustment and deepening of local state-owned enterprises. However, after the reorganization of state-owned enterprises, they are facing a series of problems such as strategic integration, personnel integration, system integration, financial integration and cultural integration. In order to solve the above problems, this article combines the practice cases of CCT Yunnan, analyzes the measures and effects of its integration, sums up its successful experience and provides an operable reference and inspiration for the integration of local state-owned enterprises after their reorganization.