Research On The Transnational Management Of State-owned Enterprises In China

Since the beginning of reform and opening up, along with the rapid economicdevelopment and the process of economic globalization is accelerating, government aswell as in the introduction of foreign capital in China, is also active in encouragingdomestic enterprises to conduct transnational business activities abroad. In early2000,after "going out" strategy was promoted to the height of the national strategy in2001to join the World Trade Organization, China is to accelerate the domestic enterprises to"go out" process. As the backbone of economic development in China, state-ownedenterprises served as the main force of the role in the process of going out.Transnational business activities of State-owned enterprises, not only reflects national"going out" strategy and guide the domestic enterprises to participate in globalcompetition actively in economy,but promote international exchange and strengthenforeign relations in political.Therefore, in the background of economic globalization,the research on transnational operation of China’s State-owned enterprises activity is ofgreat theoretical significance and practical significance.This article is divided into five parts, the first section describes the researchbackground of the transnational management of Chinese State-owned enterprises, aswell as the research achievements of domestic and foreign scholars on thetransnational management; The second part focuses on the theoretical basis oftransnational business activities, primarily multinational operation theory based onforeign direct investment, multinational operation theory based on trade, multinationaloperation theory based on developing countries and regions, and then describes theChinese government to encourage state-owned enterprises "going out" policy support;The third section describes the history of the development of transnational businessand takes the United States as an example to describe the practice of transnationalbusiness in developed countries, and further summaries the merit our state-ownedenterprises should learn in the process of transnational management; This fourth partanalysis of the current situation in our transnational operation, first introduced the evolution of transnational management of China’s enterprises and summarizes theresults of more than30years, and then pointes out that the current problems intransnational management in China. Transnational management activity for more than30years has achieved some positive results, but there are a number of disadvantages：generally speaking, the level of our multinational operations is low and lack ofcompetitiveness,which is difficult to rival the world’s top multinational corporations;there are loopholes in the management of overseas subsidiaries; the relevant supportingpolicies is lagging behind; lack of high technology and high-quality talents and so on.The fifth part proposed the policy in accordance with China’s national conditions oftransnational management based on the problems in the process of “going out” and theexperience of developed countries, which is the focus of this article, and I hope toprovide some reference with the transnational management of our State-ownedenterprises. First of all, the government should create a favorable international businessenvironment and perfect the relevant laws and regulations, economic policy andsupporting measures; secondly, we must speed up the pace of independent innovationbecause innovation is the soul of a nation’s progress, only innovation can maintainfresh vitality of transnational business activities; thirdly we should pay attention to thetraining of transnational management talent, and competition in the21st century is acompetition of talents, so the one has the talent will win;finally, we should strengthenthe construction of national brands, our enterprises can be in an invincible position inthe global economic competition if we have our own brand.