The Research Of State-owned Assets' Supervision System's Construction Logic And Implementation Performance

Fortifying the supervision and administration of State-owned Asset has always been one of the most severe tasks in deepening the reform of state-owned enterprises. However, to establish a supervisory system of the state-owned assets through institutional innovation plays the key parts in accomplishing these tasks. Hence, how to build a system that fits the current situation scientifically and properly and how to take measures to improve the performance of implementation are of urgent challenges that state-owned enterprises confront with.First off, in order to clarify the importance of building a supervisory system, the article reviewed the reforming process of state-owned enterprises and the transitional systems, mechanisms and institutions of supervisory system of the state-owned assets. Secondly, the article intended to expound the relations and interactions between the state-owned enterprises and the environment, by bringing in sociological frames and methods that are based on the profit-seeking nature of the state-owned enterprises. Meanwhile, we also planned to explore the characteristics of current supervisory management and institutional construction through analyzing the internal structure and mechanism of state-owned enterprises. On this basis, we could further discuss how to set the supervisory system of the state-owned asset, and what goals and principles it would contain; at the same time crystalize the togic behind the system building as well as responding process. Afterwards, we would focus on six regulations that have been put forward by Shenzhen SASAC to supervise the state-owned assets, analyze the foundations and processes of the system design, and unveil the implementation process and links. For the next step, a scientific evaluation would be made to examine the implementation performance of the state-owned enterprises attached to Shenzhen province, the results of which would then applied to researches on the factors that effected the system performance. What's more, it also contributed to summarization of system-managing experiences and exploration of existing problems. By using business data related to enterprise system, the evaluation inspected formalistic performance and the practical performance respectively according to 21 state-owned enterprises of Shenzhen, both qualification and quantification are involved. In terms of system performance, we did not separate the supervisory system from the entire enterprise, in addition, we paid close attention to the Party' construction and cultural development within the enterprises——there two factors exert vital influence on system performance——thus we might come to a more comprehensive explanation with respect to current problems. Last but not least, some suggestions has been given under practical circumstance.The result of the evaluation shows that despite the expected goals have been realized by the system construction, including the technicality and operability, people do not completely internalize into themselves. This kind of phenomenon has been proved even pervasive after several in-depth interviews. Though the majority of performers perceived the system inaccurately, especially when the level of internalization was low, the system performance remained significant. To explain the phenomenon properly, this article penetrated into sociological theories and brought about the conception of "non-internalized implementation", through which the suggestions have been put forward.Chapter one is an overall introduction, it presents the research background, significance and objectives as well as the definitions of some key conceptions. Besides, a variety of literature is systematically reviewed in this part while describing the research processes and approaches; Chapter two briefly concludes the reforming history of state-owned enterprises and the transition of the supervisory system of state-owned assets, pointing out the importance of fostering the supervisory level by means of institution innovation; Chapter three mainly discusses characteristics of state-owned enterprises as social organizations, and their interactions with the environment; Chapter four examines the features of supervisory work and system construction by looking into the internal system of state-owned enterprises; Chapter five deepens the perception of goals, principles, and logic of the system construction, the efficiency limitation of which has been at the same time. Moreover, a combination of "constraint——encouragement——guidance——internalization" has been brought up as a integrated system, so has the construction and implementation of six supervisory system; Chapter six focus on the influences that the Party building and cultural development of stare-owned enterprises may exert on supervision, articulating their importance in value-shaping and system-internalizing; Chapter seven makes an evaluation of the performance conducted under six regulations; Chapter eight measures how the enterprises' regulations are internalized by their performers; Chapter nine explains "non-internalized" phenomenon in terms of a sociological view; Chapter ten are research conclusions and related countermeasures.