中國大陸國企改革的「組織焊接」－「吳江絲綢股份有限公司」籌組之分析

Abstract

八○年代中期以來中國大陸為增加國有企業競爭力與改善經營績效，在政府主導下興起了組建企業集團的風潮，亦引發學界高度的關注，但不同於西方資本主義體制下的企業集團，中國企業集團的組成往往不是經由市場比較利益，而是行政力強制結合的結果，形成了一種「無整合的合併」，因而面臨諸多組織互動與內部管理的難題與困境，本文稱此現象為「組織焊接」。此外，研究中國國有企業集團的組建亦必須將焦點集中在統制經濟的遺產與慣性，即市場轉型的「路徑依賴」問題，而改企不分與「行政級別」便是其中的關鍵，就此而言，制度建構是深受計畫經濟實踐後的遺產與習性所制約的。本文所觀察之「吳江絲綢股份有限公司」組建的例子正可提供我們理解中國市場轉型的特質「路徑依賴」與「政府驅動」。

The Chinese government began in the mid-1980s to encourage SOEs to form enterprise groups with structural characteristics to enhance financial performance and competition. Enterprise groups have received increasing attention from social scientists interested in interorganizational relations and their impact on firms. Interorganizational theory suggests that the groups are formed by comparative advantages of markets. The Chinese enterprise groups are different from the western capitalist ones, however. Many are organized around prior administrative bureaus and are combined but not integrated completely. There are puzzles and dilemmas in the inner management of the groups-or “organizational welding”. In addition, much more attention needs to be focused on the remnants of the command economy if we are to understand the path-dependent aspects of China`s transitions to market economy. The position of a firm`s governing organization within the administrative hierarchy of the planned economy is a crucial variable for a wide spectrum of practices that firms are adopting over the course of the economic transition. The hierarchy itself is far from disappearing in market transition. Institution-building is constrained by the legacies and habitus of the old. The case of “Wujiang Silk Ltd.”offers us a unique opportunity to explore the path-dependent and state-driven nature of the transforming economy in China.