基于专业方向的HL改制与成长研究
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摘要
国有企业是我国国民经济的重要支柱,国有企业改革是我国经济体制改革的重要组成部分。目前我国的国有企业改制正在不断深化的过程中,仍然需要不断的探索改制的思路和方法。作为黑龙江省大中型国有企业的HL集团的改制成功案例就为继续深化国有企业改革提供了新思路。HL集团的前身是国家“一五”期间由原苏联援建的156项重点项目之一,不仅为我国的工量具行业的发展做出巨大的贡献,而且企业自身也得到了很好的发展。然而1994年开始由于多种原因企业出现了业绩下滑,1998年企业亏损已十分严重。面对这种情况,HL进行了深刻变革。如今HL集团实现了健康发展的目标,并与中国通用技术集团的战略重组,正向国际化大型装备制造企业迈进。对于HL集团改制成功的原因有各种说法如集体创业、立体式技术改造等。作者认为HL集团改制成功的本质原因是改制过程中没有企业的专业方向——工量具的生产与研发。
基于以上的观点和对企业调研的总结,本文从阐述企业专业方向的含义、特征、关键影响因素入手,主要围绕1994年——2003年这一时间段的HL集团改制和成长进行了研究。首先,分析了企业专业方向与国有企业改制和成长的关系,并对基于专业方向的国有企业改制从学习曲线、产品生命周期和企业成长动力等理论进行了解释,给出了基于专业方向国有企业改制的优点及适用范围。其次,在介绍了HL集团改制过程后,分析了HL集团改制的特点和模式并进行了比较。然后,研究了哈量的成长过程进行,分析了HL集团的成长路径、成长机制和成长动力,并对成长过程进行了评价。最后提出了HL集团今后发展的对策和建议。
State-owned enterprises are an important pillar of our national economy, reform of state-owned enterprises is an important component of China's economic reform. At present, China's state-owned enterprise reform is ongoing, but they need to explore the ideas and methods of the reform continually. As a large and medium-sized state-owned enterprise in Heilongjiang province, HL Group's success for the reform provides a new idea to the state-owned enterprise reform. The former of HL Group is one of 156 key projects built by the former Soviet Union in“the First Five years”, not only makes tremendous contributions to the development of measuring tool industry, but also itself develops well. However, due to a number of reasons in 1994, there was a decline in the group performances. To 1998, it had made a great loss. Faced with this situation, HL made a profound change. Now, HL Group has achieved its goal of healthy development. Reorganized with the China General Technology Group, it is becoming a large-scale international equipment manufacturing enterprise. There are many sayings for its success, such as collective entrepreneurship, the three-dimensional technology transformation, and so on. However, I believe that the real reason to the success of its reform is that during the restructuring process the group didn't change its professional direction-the production and research and development of measuring tools.
Based on the above views and a summary of the research to the enterprise, this paper starts from the meaning, characteristics, and the key influencing factors of the professional direction, and focus on the study of the HL group restructuring and growth 1994-2003. First of all, the paper analyzed the relationship between professional directions and the reform and growth of state-owned enterprises, and explained those state-owned enterprise restructuring theories based on professional directions, such as the Learning Curve Theory, Life Cycle Theory and Enterprise Growth Driving Force Theory, and give the benefits and the scope of application of state-owned enterprise reform based on the professional direction. Secondly, after the introduction of the Group restructuring process, the paper analyzed the characteristics and mode of HL Group reform and compared HL with other state-owned enterprises. And then, the paper did some research to the growth progress of HL, analyzed its growth path, growth mechanisms and growth momentum, and evaluated the growth process. Finally, the paper gave some advice to future development of the HL Group.
基于以上的观点和对企业调研的总结,本文从阐述企业专业方向的含义、特征、关键影响因素入手,主要围绕1994年——2003年这一时间段的HL集团改制和成长进行了研究。首先,分析了企业专业方向与国有企业改制和成长的关系,并对基于专业方向的国有企业改制从学习曲线、产品生命周期和企业成长动力等理论进行了解释,给出了基于专业方向国有企业改制的优点及适用范围。其次,在介绍了HL集团改制过程后,分析了HL集团改制的特点和模式并进行了比较。然后,研究了哈量的成长过程进行,分析了HL集团的成长路径、成长机制和成长动力,并对成长过程进行了评价。最后提出了HL集团今后发展的对策和建议。
State-owned enterprises are an important pillar of our national economy, reform of state-owned enterprises is an important component of China's economic reform. At present, China's state-owned enterprise reform is ongoing, but they need to explore the ideas and methods of the reform continually. As a large and medium-sized state-owned enterprise in Heilongjiang province, HL Group's success for the reform provides a new idea to the state-owned enterprise reform. The former of HL Group is one of 156 key projects built by the former Soviet Union in“the First Five years”, not only makes tremendous contributions to the development of measuring tool industry, but also itself develops well. However, due to a number of reasons in 1994, there was a decline in the group performances. To 1998, it had made a great loss. Faced with this situation, HL made a profound change. Now, HL Group has achieved its goal of healthy development. Reorganized with the China General Technology Group, it is becoming a large-scale international equipment manufacturing enterprise. There are many sayings for its success, such as collective entrepreneurship, the three-dimensional technology transformation, and so on. However, I believe that the real reason to the success of its reform is that during the restructuring process the group didn't change its professional direction-the production and research and development of measuring tools.
Based on the above views and a summary of the research to the enterprise, this paper starts from the meaning, characteristics, and the key influencing factors of the professional direction, and focus on the study of the HL group restructuring and growth 1994-2003. First of all, the paper analyzed the relationship between professional directions and the reform and growth of state-owned enterprises, and explained those state-owned enterprise restructuring theories based on professional directions, such as the Learning Curve Theory, Life Cycle Theory and Enterprise Growth Driving Force Theory, and give the benefits and the scope of application of state-owned enterprise reform based on the professional direction. Secondly, after the introduction of the Group restructuring process, the paper analyzed the characteristics and mode of HL Group reform and compared HL with other state-owned enterprises. And then, the paper did some research to the growth progress of HL, analyzed its growth path, growth mechanisms and growth momentum, and evaluated the growth process. Finally, the paper gave some advice to future development of the HL Group.
引文
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