earticle

영어

This article examines the formation and evolution of the Chinese Communist Party’s policies regarding Party-building in state-owned enterprises during the reform period, and makes the following arguments. In the early stages of reform and opening-up, managerial autonomy expanded, and factory directors gained enhanced authority. As a consequence, the operational space of party organizations within state-owned enterprises shrank, and the influence of the Party organizations within the enterprises declined significantly. In response to this trend, the Chinese Communist Party redefined the role of the Party organization in state-owned enterprises as the political core. However, the introduction of the modern enterprise system in the 1990s marked a new phase, as the Chinese Communist Party called for the establishment of corporate governance, including boards of directors, supervisors, shareholders, and a managerial team for the state-owned enterprises. This development further excluded Party organizations from the formal corporate governance in state-owned enterprises. To deal with this issue, the Chinese Communist Party reemphasized the role of party organizations as the political core in state-owned enterprises, and the Party also sought to reinforce their political core function through mechanisms such as “two-way entry and cross appointment” and the “three majors and one large” decision-making system. However, the Communist Party’s efforts in party-building within state-owned enterprises and the political core function of the party organizations within state-owned enterprises were relatively neglected due to the trends of economic development and marketization. The Communist Party failed to resolve the party organizations' exclusion from corporate governance in state-owned enterprises. In addition, the "two-way entry, cross-appointment" system and the "three majors one large" decision-making mechanism also had certain limitations in expanding the Communist Party's influence. During the Xi Jinping era, the Communist Party promoted strengthening the party organization in the background context, such as the need to strengthen party organization capabilities due to their scheme for further and comprehensive reform of state-owned enterprises, the efforts to make state-owned enterprises bigger, better, and stronger, and direct demands from the country's supreme leader, Xi Jinping, for the party-building in the state-owned enterprises. Therefore, a further transition occurred when the Communist Party redefined the role of the Party organizations in state-owned enterprises. The central authority endeavored to strengthen the influence of the Party organizations in state-owned enterprises, codifying Party leadership in corporate charters, institutionalizing the “prior discussion” mechanism for crucial decisions, and further optimizing the “two-way entry and cross appointment” system. Overall, these trends illustrate the Communist Party’s sustained efforts to consolidate its leadership and influence over state-owned enterprises. The Party enjoyed enhanced leadership and influence over state-owned enterprises, which also led to improved quantitative indicators for the state-owned enterprises in the short term. On the other hand, however, the excessive emphasis on political leadership over state-owned enterprises through Party organizations may bring about the rationality of a company's strategic choices, and the inefficiency of decision-making due to the "two-way entry, cross-appointment" system and the "prior discussion" decision-making system, as potential problems that could cause the authorities to worry.

한국어

본문은 개혁기 중국 공산당의 국유기업 당조직 건설 정책의 형성과 변화에 관한 내 용을 검토하여 이하의 내용을 주장한다. 개혁개방 초기 국유기업에 대한 경영권리권 확대 및 공장장의 책임과 권한의 확대 속에 국유기업 당조직의 활동공간 축소와 영향 력 감소가 야기되었다. 중국 공산당은 국유기업 당조직의 역할을 정치핵심으로 재정립 하였으나, 1990년대 현대기업제도의 건설을 위한 ‘삼회일층’의 기업지배구조의 확립 속에서 당조직은 기업지배구조의 외부에 위치하는 문제가 발생하였다. 이를 해소하고 자 국유기업 내에서 당조직의 정치핵심 역할 발휘가 더욱 강조되었고, ‘양방향 진입, 교차겸직’ 및 ‘삼중일대’ 의사결정 제도 등을 통한 당조직 영향력 확대가 추진되었다. 시진핑 시기 중국 공산당은 국유기업 당조직의 역할적 정의를 영도 역할로 재정립 하 였으며, 기업 정관에서의 당영도에 대한 명시를 통한 기업지배구조 내에서 당조직의 지위 강화, 기업 중요 결정사항에 대한 ‘사전논의’ 의사결정 기제의 확립, ‘양방향 진입, 교차겸직’ 제도의 고도화 등을 통해 당조직의 국유기업 내에서의 영향력 확대를 추진 하였다. 일련의 흐름 속에서, 국유기업에 대한 당의 영도 강화와 영향력 확대된 것으로 보이나, 이에 수반되는 다양한 문제점은 당국의 고민이 필요한 지점으로 판단된다.