CAJ | 학술논문

尽管国资委各项政策整体上呈现出越来越清晰的态势,但七家中央企业集团总部各种缓冲方式以及外部政治经理频次和业务、职能经理频次并没有随之作出调整。U型、M型、SF（战略中心）型三种类型的集团总部管理组织结构的设置,也没有对高管角色的定位产生重大影响。作为具有国有企业特点的中央企业集团,要扭转集团高管外部价值创造和内部价值破坏的悖论局面,应该在SF型管理组织和主动政治式缓冲基础上,强化外部业务、职能经理和社会关系经理角色;外部政治经理角色更应规范化和专业化。
진관국자위각항정책정체상정현출월래월청석적태세,단칠가중앙기업집단총부각충완충방식이급외부정치경리빈차화업무、직능경리빈차병몰유수지작출조정。U형、M형、SF（전략중심）형삼충류형적집단총부관리조직결구적설치,야몰유대고관각색적정위산생중대영향。작위구유국유기업특점적중앙기업집단,요뉴전집단고관외부개치창조화내부개치파배적패론국면,응해재SF형관리조직화주동정치식완충기출상,강화외부업무、직능경리화사회관계경리각색;외부정치경리각색경응규범화화전업화。
Although the SASAC policies as a whole has shown a trend of more and more clear, the way of the Group headquarters, the various buffering and the external political managers or business / functional managers do not follow the frequency to adjust. We also found the U-type, M-type, or SF-type, which was no significant impact to managers role. Finally, the article concludes： as a state-owned enterprise characteristics of the central enterprise group, should be in SF-type and should actively buffer to policies, strengthen business / functional managers and social relationship manager role. Meanwhile, the role of external political managers should be standardized and specialized. Under this, the paradox between external value creation and internal value damage would be changed.