未雨绸缪，步步为营：电子城高科经理层业绩考核之路
案例编号：
CN_2024KJYGSCW_2669
被浏览次数：
243
案例名称：
未雨绸缪，步步为营：电子城高科经理层业绩考核之路
译名：
Planning Ahead and Advancing Step by Step: The Path of Managerial Performance Evaluation at Beijing Electronic Zone High-tech Group Co., Ltd.
案例作者：
宋建波、曹文成、董蕙如、陈晓欣
作者单位：
中国人民大学商学院
译者：
-
案例企业：
北京电子城高科技集团股份有限公司
行业：
信息技术产业、服务业
学科领域：
会计与公司财务、其他
规模：
中小型
案例语种：
中文
案例类型：
决策型
中文关键词：
电子城高科；经理层业绩考核；国有企业改革
英文关键词：
Beijing Electronic Zone High-tech Group Co., Ltd.; Managerial Performance Evaluation: The Reform of SOEs
中文摘要：
国有企业改革提出了以构建现代企业制度为目标的新要求，职业经理人制度作为现代企业制度的基石之一，成为当前国有企业改革的重要思路。作为我国极具有代表性的科技服务运营商，电子城高科坚持以“构筑科技创新生态，促进产业创新发展”为使命，以打造“国内领先、国际知名的科技服务企业”为愿景，构建“科技研发服务”、“科技孵化服务”、“数字科技服务”、“科技金融服务”、“科技生态运营服务”、“科技创新平台服务”六大核心业务板块，先后在全国10个省市，启动及运营了近40个科技空间及创新服务平台项目，总规模近900万平方米，服务了2000余家国内外优质客户，形成资源协同优势，为科技产业发展赋能，搭建高效协同的科技服务生态。经过对公司转型期经营管理机制与人才结构、素质梳理与总结，电子城高科确定了通过市场化手段激发管理团队活力与创造力、提升对人才地吸引力和竞争力的思路后，电子城高科制定了职业经理人方案的基本推进计划与工作方案。按照计划进度，电子城高科于2018年5月中旬完成职业经理人试点工作方案的初步编制，并于同年6月至2019年3月对其进行修改、完善、报批。在此背景下，本课程选取电子城高科这一典型科技服务运营商为研究对象，通过梳理国有企业经理层业绩考核体系的来龙去脉、深究经理层业考核的前因后果、展现国有企业的经理层业绩考核在不同阶段的表现形式，同时揭露内外部治理的关键环节，帮助学生正确认识国有企业改革背景下国有企业的经理层业绩考核评价体系，进而构建较为系统的思维模式。本课程涉及公司治理、财务管理等多方面，有助于学生巩固所学理论，开拓研究视野，提升实践意识。
英文摘要：
The reform of state-owned enterprises (SOEs) has introduced new requirements to establish a modern enterprise system. As one of the cornerstones of modern enterprise systems, the professional manager system has become a key focus in the current reform of SOEs. As a highly representative tech service operator in China, Beijing Electronic Zone High-tech Group Co., Ltd. adheres to its mission of “building a tech innovation ecosystem and promoting industrial innovation development.” With a vision of becoming a “domestic leader and internationally renowned tech service enterprise,” the company has established six core business segments: “technology R&D services,” “technology incubation services,” “digital technology services,” “technology financial services,” “technology ecosystem operation services,” and “technology innovation platform services.” The company has launched and operated nearly 40 technology spaces and innovation service platform projects across ten provinces and cities in China, with a total scale of almost 9 million square meters, serving over 2,000 high-quality domestic and international clients. This has created a collaborative resource advantage, empowering the development of the technology industry and building an efficient and collaborative tech service ecosystem. After reviewing and summarizing the management mechanisms and talent structures during the company’s transformation period, Beijing Electronic Zone High-tech Group Co., Ltd. decided to stimulate the vitality and creativity of the management team through market-oriented methods, enhancing its attractiveness and competitiveness in talent acquisition. Consequently, the company formulated a basic plan and work scheme to implement the professional manager system. According to the planned schedule, the preliminary drafting of the experienced manager pilot program was completed in mid-May 2018, with revisions, improvements, and approvals from June 2018 to March 2019. Against this backdrop, this course selects Beijing Electronic Zone High-tech Group Co., Ltd., a typical tech service operator, as the research subject. The course reveals critical internal and external governance aspects by examining the origins and development of the SOEs managerial performance evaluation system, investigating the antecedents and consequences of managerial performance evaluations, and showcasing the forms of managerial performance evaluations at different stages. It helps students correctly understand SOEs’ managerial performance evaluation system in the context of SOEs reform, thus building a more systematic thinking model. The course covers various aspects of corporate governance and financial management, aiding students in consolidating their theoretical knowledge, broadening their research horizons, and enhancing their practical awareness.
适用对象：
本科、硕士、MBA
编写方式：
采编
开发时间：
2023
入库时间：
2024
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