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The Change of Corporate Governance in Transitional China By SD Modeling

机译：SD模型对转型期中国公司治理的转变

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The economies around the world are facing profound transformation. It is noexception for China. All the enterprises in China are going through a radicaltransformation from a centralized socialist economy to a socialist market economy.The transformation is such a process during which the marketing forces increase andthe government regulations decrease. For enterprises, the most important and difficultwork in this reform has been to establish a new corporate governance systemcompatible with a socialist market economy.To answer for this situation, most large and medium-sized enterprises in China havetransformed to stock companies, and established corporation governance structurecomposed of three committees as the shareholders’ general meetings, the board ofdirectors and the supervisory board. The old leading system in enterprise, includingParty community, employee representative committee and labor union, which havedominated the enterprises for a long time in planned economy, seems to besubstituted.The change of relative position between old system and new one indicates thechange trend of international economy environment. How to deal with the relation ofold system and new one, however, is still an important problem unsolved in China. Inthe enterprises, which have transformed to stock companies, the problem appears suchkinds of characteristics as following. First one is that, the new system is nominal andthe old one works as before. Second, both old and new system are reputed and vacant,and their respective responsibilities are in state of chaos, which makes both systemsweak. Of course this is a temporary phenomenon. If the state continues, the enterprisewill disappear ultimately. The third one is blindly pursuing new system as aninternational criterion, with traditional advantages of old one cased away.The change of institutional and cultural context is a hard and slow process,especially in China, which makes the status of corporate governance in transformationmore complex and multileveled. This paper aims to find a reasonable solution, andmake suggestions about further development.Ownership institution, as the most essential institution in the stock company,determines radically the characteristics of corporate governance. On the other hand,the participant degree of party members and employees (for short, P&E), indicatesthat the degree of traditional culture followed, regardless they have formalorganization or not. So ownership and P&E can be taken as dimensions in discussing
机译：世界各地的经济都面临着深刻的变革。不是啦 中国例外。中国所有企业都在经历一场激进的变革 从集中的社会主义经济向社会主义市场经济的转变。 转型就是这样一个过程，在此过程中营销力量不断增加， 政府法规减少。对于企业来说，最重要，最困难 这项改革的工作一直是建立新的公司治理体系 与社会主义市场经济相适应。 为了应对这种情况，中国大多数大中型企业都有 转变为股份公司，并建立公司治理结构 由三个委员会组成的股东大会，董事会由 董事和监事会。企业中的旧领导系统，包括 党社，职工代表委员会和工会，有 在计划经济中长期主导企业，似乎是 替代。 旧系统与新系统之间的相对位置变化表明 国际经济环境变化趋势。如何处理 但是，旧制度和新制度仍然是中国尚未解决的重要问题。在 已经转变为股份公司的企业，出现了这样的问题 各种特点如下。第一个是，新系统是名义上的， 旧的像以前一样工作。其次，新旧系统都享有盛誉和空缺， 他们各自的职责处于混乱状态，这使得两个系统 虚弱的。当然，这是暂时现象。如果状态持续，则企业 最终将消失。第三是盲目追求新系统 国际标准，传统的优势已被淘汰。 制度和文化背景的变化是一个艰难而缓慢的过程， 特别是在中国，这使得公司治理在转型中的地位 更复杂和多层次。本文旨在寻找一个合理的解决方案，并 提出进一步发展的建议。 所有权机构是股份公司中最重要的机构， 从根本上确定公司治理的特征。另一方面， 党员和员工的参与程度（简称P＆E），表示 传统文化的程度，无论他们是否正式 组织与否。因此，所有权和P＆E可以作为讨论的维度

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