在世界各国国有企业效益普遍低下，我国国有企业如何通过深化改革，形成强势内生驱动，从而显示出新生产权关系具有旺盛生命力。这是本书作者梁祖晨教授等多年不懈探索研究的主题。

本书作者指出，西方国有企业从属、服务于私有制经济，占经济发展主导地位的私有制企业产权归属清晰，同占经济发展主导地位的我国国有企业对比，由于我国国有企业所有者人格化缺位，从而需要深入探讨揭示企业本质，立足从根基上构建作为市场主体的国有企业的独特出发点，进行国有企业管理体制的比较研究。作者基于我国国有企业产权从根本上归属于全体社会主义劳动者，并突出体现于国有企业员工身上，认为应像20世纪80年代农村改革取得意想不到的收效一样，通过与深化改革一致的新利益主体的形成，即所有国有企业员工应有权益的市场化兑现，来推动改革不可逆转地深入高效发展。如同国有企业员工需要竞聘上岗就业获得劳动报酬一样，通过面向市场的公正、平等竞争上岗任职，有组织地共同担负国有企业所有者权能，分享国有企业经营剩余中的相应份额。这样，通过实现社会主义劳动者与生产资料的直接结合，致使身处逐步深入市场化改革的所有国有企业员工，不仅有竞争上岗任职后获取相应劳动报酬和企业经营剩余的利益驱动，而且有履职绩效的约期动态考评和职位替代等潜在下岗离职威胁，从而严格行使和切实担当国有企业所有者监督国有企业营运权能与职责，并竭诚辅助和服从同为国有企业所有者成员，与其共担国有企业营运风险的经营者工作，勤勉发奋投入群体协同的创造性劳动。这是一家之言，可供对此问题有兴趣者研究讨论。

本书作者指出，为突破国有企业现代企业制度创新硬壳，在混合所有制成为我国基本经济制度重要实现形式的趋势下，实现国资流转顺畅，促使人力资本这一活的生产要素在不同属性企业之间自由流动，似可尝试实施国有企业员工市场化竞争上岗劳作，并实行国有企业所有者权责履职绩效动态考评中的“末尾淘汰制”。或在不同属性企业与员工之间的“双向选择”中，实行员工竞争上岗任职的“优者胜”。从而在国资流转顺畅和放大国资功能的同时，突出显现同为社会主义劳动者和具有创造性潜能的不同企业员工，平等竞争上岗就业和促进国有企业高效营运发展。作者认为，这样做可以彰显社会主义基本经济制度与市场经济有机结合的巨大经济社会效应。

为加强顶层设计和“摸着石头过河”相结合，提供尽可能妥善可行的理性思维建议，作者通过对诸多国有企业体制改革创新实践的实地调查访谈，证实了新生制度的建立和运行，受制于传统陈旧思想观念的制约。与优良传统有着不可割裂血脉关联的先进文化价值取向的确立与传播，还要凭借制度的先行创建完善，从而促使人们形成完全不同于既往的人格精神面貌，形成制度与文化之间的密切关联和互动关系。作者由此得出了对我国国有企业管理体制和现代企业制度创新，有着学术研究和实践探索参考借鉴意义的结论。

其一，为实现国有企业所有者人格化到位，使国资拥有与持有人存亡与共的强烈保值增值“活的灵魂”。作者并未将国有企业出资人，依旧含糊默认为难以区别其公益或营利属性的行政机构，或像逆反当年农村包产到户，将其相对笼统地归属于难以向个体落实的“集体经济人”，而是将其定位于构成企业或团队的最小决策行动单位，并在整体上是不可分割的国有企业员工个人。同时，作者亦立足于经济学研究，必须要先决性判别界定何为人的交易理智特性，认为作为共同拥有财产权益的所有国有企业员工，同样是谋求个人利益最大化的“经济人”。当然，又不可混同于西方私有制企业的是，由于我国国有企业员工整体性占有国有企业产权，并且在协同共谋福利中，深刻认识到自身未来与他人收益及整体发展的密切关联，因而能够理智把握求取个人收益最大化的正确路径取向。而不像西方产权私有制企业的所有者，常会在唯利是图、欺瞒哄骗，甚而是在钻营倒把和巧取豪夺中陷入损人害己的“怪圈”。由此，即应当对亚当·斯密关于“经济人”理性的假说，进行社会发展实践中的再认识。显然，在产权私有制占主导地位，人与人之间存在着难以逾越的利益对立和鸿沟，尤其是存在着资本雇佣驱使劳动所带来的政治、经济不平等和弱肉强食的激烈竞争条件下，很难想象人们在刻意谋求和维护自身生存，或盲目追逐利润、无意顾忌他人，以求一己暴富的过程中，会产生忘我利他的思想观念。以致使这样历史条件下的人的理性，难以规避地处于狭隘、短视的低层次。

在现代企业两权分离条件下，如果没有出资人就不可能存在代理经营者。以致在所有者有偿让渡产权和严密监控下，逐步形成了影响和推动现代经济高效发展的，职业化竞争担负企业经营职能的企业家与企业家精神。由此，作者把我国国有企业员工民主参与企业营运管理看成涌现于他们之中，或深受群体价值取向熏染并与他们真诚相处，从而由衷代表员工利益和高度集中群体智慧，具有超前改革创新魄力的社会主义企业家产生的深厚土壤。同时作者认为，如果以企业家精神而不是以企业家才能来诠释企业家概念，不仅深刻体现出为承担创新职能的企业家才能的稀缺，更人格化地凸显决定企业家才能的企业家精神，是最为珍贵的稀缺资源。所谓企业家精神，在本质上集中体现为富有市场开拓和科技与管理有机融合创新灵感，并且具有高度事业心和责任感的自觉性。

其二，基于区别传统产权私有制的我国国有企业所有者人格化，必然包含有人的思想观念转化和道德情愫提高。作者在制度与文化之间关系的探讨中，又引入了道德，并且深入剖析三者之间的有机互动关联。认为虽然道德观念的转化需要社会制度的演变，但是制度的有效运行又依赖一定道德理念驱使下，人们的自律行为来弥补其局限和不足。虽然那种高尚道德情操和事业心、责任感的产生，基于崇高理想和价值追求的内在驱动，但是先进思想文化的传扬，又要以人们道德观念转化和道德行为的改善，即以我国新型市场体制创建完善中，充分理性“经济人”的成长为重要体现和支撑。因而在三者的相互关联中，在实施起先决性作用的国有企业管理体制和现代企业制度创新时，不应忘记更为深层次的在党风转换和党的引领示范带动下，当前那种与我国传统文化中不良倾向有着千丝万缕的联系，为时代变换所不容的陈俗社会风气的转化提升，从而使人的道德向善，在国有企业深化改革中起到重要的作用。

其三，为使当家做主人的民众在具有民主选举权的同时，不可或缺地拥有民主参与决策、管理和监督权，深入强化国家治理结构现代化中人民代表大会的作用，深刻体现党的理论创新中最具价值的思想理论结晶“人民本体论”。作者大胆建议是否可尝试由基层做起，即在我国体制转轨中已形成“经理行政指挥、党委保障监督、职工民主管理”三位一体国有企业领导体制，使国有企业职代会成为权力机构的同时，在当前深化改革中严格行使其应有权能的基础上，经由所有国有企业员工民主推荐评议和平等竞争选聘，组建形成同样为权力机构的地方与全国职代会，并最终使各级职代会成为地方和全国人大依法确认的下属机构。依此，地方和中央国资委的构建及其成员尤其是负责人的确认，也应参照国有企业法人治理结构的形成，在参考各级政府所推荐的人选，并且经由相应层级职代会的推举、评议和提名，最后在公正平等的竞争中选拔任命。其所有成员的收益理应与行政人员有别，皆应与国资局部和整体营运成效挂钩，从而使各级国资委不再兼任运动员与裁判员，顺应市场主体确立的逻辑，成为由平等竞争市场机制裁决取舍的经济组织。使各级国资委成为我国国有企业管理体制，亦即在国有企业所有者人格化依然扩展至全国国有经济整体的前提下，国有企业法人治理结构的有机组成部分，使我国国有经济成为充溢市场竞争活力的经济发展主导力量。因此，所谓的国有企业所有者人格化，其本质正是在所有国有企业员工应有权益的市场化兑现，即本与国资委成员同为一体的所有国有企业员工，基于对自身命运与国有企业未来不可分割，而严格履行所有者权能和忘我投身生产营销劳作，逐步成长为有力支撑和推动我国社会主义市场经济繁荣强盛的充分理性的“经济人”。

我非常乐于给本书写序，尽管我认为作者的一些构想仍需作出更为充分的论证。当然，如果作者能够有对与其研究密切相关的同类或近似企业的跟踪调研，将会使其论述和构想更有说服力，甚至具有实践价值。因此，希望作者今后能够拿出更为深刻的研究成果。

In the countries of the world's state-owned enterprises generally low efficiency, how China's state-owned enterprises through deepening reform, form a strong endogenous drive, thus showing that the new property rights relationship has strong vitality. This is the subject of unremitting exploration and research by Professor Liang Zuchen, the author of this book, for many years. The author of this book points out that Western state-owned enterprises are subordinate to and serve the private economy, and the property rights of private enterprises that dominate economic development are clearly owned, and compared with China's state-owned enterprises that dominate economic development, due to the lack of personalization of the owners of China's state-owned enterprises, it is necessary to conduct in-depth discussions to reveal the essence of enterprises, and conduct comparative research on the management system of state-owned enterprises based on the unique starting point of building state-owned enterprises as market entities from the foundation. Based on the fact that the property rights of state-owned enterprises in China fundamentally belong to all socialist workers and are prominently reflected in the employees of state-owned enterprises, the author believes that the reform should be irreversibly deepened and efficiently developed through the formation of new interest subjects consistent with the deepening of reform, that is, the market-oriented realization of the rights and interests of all employees of state-owned enterprises, just as the rural reform in the 80s of the 20th century achieved unexpected results. Just as employees of state-owned enterprises need to compete for employment to obtain labor remuneration, through fair and equal competition facing the market, they should jointly assume the power of the owners of state-owned enterprises in an organized manner and share the corresponding share of the surplus of state-owned enterprises. In this way, by realizing the direct integration of socialist workers and the means of production, all employees of state-owned enterprises who are gradually deepening the market-oriented reform are not only driven by the corresponding labor remuneration and the remaining interests of enterprise operation after competing for posts, but also have potential threats of laid-off resignation, such as dynamic evaluation of performance and job substitution, so as to strictly exercise and effectively assume the power and responsibility of the owners of state-owned enterprises to supervise the operation of state-owned enterprises, and wholeheartedly assist and obey the members who are also owners of state-owned enterprises. Work with operators who share the operational risks of state-owned enterprises, and diligently participate in the creative labor of group coordination. This is a family word that can be studied and discussed by those interested in this issue. The author of this book points out that in order to break through the hard shell of modern enterprise system innovation of state-owned enterprises, under the trend of mixed ownership becoming an important form of realization of China's basic economic system, to achieve a smooth flow of state-owned assets, and to promote the free flow of human capital, a living factor of production, between enterprises with different attributes, it is possible to try to implement market-oriented competition for employees of state-owned enterprises, and implement the "final elimination system" in the dynamic evaluation of the performance of the rights and responsibilities of state-owned enterprise owners. Or in the "two-way selection" between enterprises and employees with different attributes, the "best wins" of employees competing for posts. Thus, while the smooth circulation of state-owned assets and the amplification of the functions of state-owned assets, the employees of different enterprises who are socialist workers and creative potential are highlighted, so as to compete for employment on an equal footing and promote the efficient operation and development of state-owned enterprises. The author believes that this can highlight the huge economic and social effects of the organic combination of the basic socialist economic system and the market economy. In order to strengthen the combination of top-level design and "crossing the river by feeling the stones" and provide as appropriate and feasible rational thinking suggestions as possible, the author confirmed through field investigation and interviews on the reform and innovation practices of many state-owned enterprises, which are subject to the constraints of traditional and outdated ideas and concepts. The establishment and dissemination of advanced cultural value orientations that are inseparable from fine traditions should also rely on the first creation and improvement of systems, so as to promote the formation of a completely different personality and spiritual outlook from the past, and form a close relationship and interaction between systems and cultures. The author concludes that the management system of state-owned enterprises and the innovation of modern enterprise system in China have academic research and practical exploration reference significance. First, in order to realize the personification of the owners of state-owned enterprises, so that state-owned assets have a strong "living soul" that maintains and increases value with the survival of the holders. The author does not vaguely default to the fact that the investors of state-owned enterprises are administrative institutions that are difficult to distinguish between their public welfare or profit-making attributes, or that they are relatively generally attributed to "collective economic people" who are difficult to implement to individuals, as in the rebellion against the rural package production in the past, but position them as the smallest decision-making and action unit that constitutes an enterprise or team, and are indivisible individual employees of state-owned enterprises as a whole. At the same time, based on economic research, the author must first determine the rational characteristics of human transactions, and believe that all employees of state-owned enterprises who jointly own property interests are also "economic people" who seek to maximize their personal interests. Of course, what should not be confused with Western private enterprises is that because the employees of China's state-owned enterprises occupy the property rights of state-owned enterprises as a whole, and in the process of synergistic welfare, they deeply understand the close relationship between their own future and the income and overall development of others, so they can rationally grasp the correct path orientation to maximize personal benefits. Unlike the owners of private property rights enterprises in the West, they often seek profit and deceive, and even fall into the "strange circle" of harming others and harming themselves in the process of drilling camps and cleverly exploiting. Therefore, Adam Smith's hypothesis of "economic man" rationality should be re-understood in the practice of social development. Obviously, in the predominance of private property rights, there are insurmountable conflicts of interests and gaps between people, especially under the conditions of political and economic inequality and fierce competition brought about by capital employment driven labor, it is difficult to imagine that people will have selfless and altruistic ideas in the process of deliberately seeking and maintaining their own survival, or blindly pursuing profits, and not caring about others, in order to seek their own prosperity. As a result, human rationality under such historical conditions is inevitably at a narrow-minded, short-sighted low level. Under the condition of separation of rights in modern enterprises, there can be no agency operator without investors. As a result, under the owner's paid transfer of property rights and strict supervision, the entrepreneurial and entrepreneurial spirit that affects and promotes the efficient development of the modern economy and takes on the functions of enterprise operation through professional competition has gradually formed. Therefore, the author regards the democratic participation of employees of China's state-owned enterprises in enterprise operation and management as the profound soil produced by socialist entrepreneurs who emerge among them, or are deeply contaminated by group value orientation and get along with them sincerely, so as to sincerely represent the interests of employees and highly concentrate group wisdom, and have the courage to advance reform and innovation. At the same time, the author believes that if the concept of entrepreneurship is interpreted by entrepreneurship rather than entrepreneurial talent, it not only profoundly reflects the scarcity of entrepreneurial talent for undertaking innovative functions, but also highlights the entrepreneurial spirit that determines entrepreneurial talent, which is the most precious scarce resource. The so-called entrepreneurial spirit, in essence, is embodied in the inspiration of market development and organic integration of technology and management, and has a high degree of professionalism and sense of responsibility consciousness. Second, the personification of the owners of China's state-owned enterprises based on the distinction between traditional private property rights inevitably involves the transformation of people's ideas and the improvement of moral feelings. In the discussion of the relationship between institutions and culture, the author introduces morality and deeply analyzes the organic interaction between the three. It is believed that although the transformation of moral concepts requires the evolution of social systems, the effective operation of the system depends on people's self-discipline behavior driven by certain moral concepts to make up for its limitations and deficiencies. Although the emergence of noble moral sentiments, professionalism and sense of responsibility is based on the intrinsic drive of lofty ideals and value pursuits, the propagation of advanced ideology and culture must be based on the transformation of people's moral concepts and the improvement of moral behavior, that is, the growth of fully rational "economic man" in the creation and improvement of China's new market system. Therefore, in the interrelationship between the three, when implementing the state-owned enterprise management system and modern enterprise system innovation that play a decisive role, we should not forget that under the drive of the change of party style and the party's guidance and demonstration, the current kind of bad tendencies in China's traditional culture is inextricably linked, and the transformation and upgrading of outdated social customs that cannot be tolerated by the changes of the times, so that people's morality can be good, and play an important role in deepening the reform of state-owned enterprises. Third, in order to enable the people who are masters of their own affairs to have the right to democratic elections, they indispensably have the right to democratic participation in decision-making, management and supervision, deeply strengthen the role of the people's congress in the modernization of the country's governance structure, and profoundly embody the most valuable ideological and theoretical crystallization "people's ontology" in the party's theoretical innovation. The author boldly suggests whether we can try to start from the grassroots level, that is, in the transformation of China's system, a three-in-one state-owned enterprise leadership system of "manager administrative command, party committee guarantee and supervision, and democratic management of employees" has been formed, so that the state-owned enterprise employee congress becomes a power body, and on the basis of strictly exercising its due power in the current deepening reform, through the democratic recommendation and evaluation of all state-owned enterprise employees and equal competition for selection, the formation of local and national employee congresses that are also power organs. Finally, the staff congresses at all levels will become subordinate organs recognized by the local and NPC in accordance with the law. Accordingly, the establishment of local and central SASAC and the confirmation of its members, especially the responsible persons, should also refer to the formation of the corporate governance structure of state-owned enterprises, refer to the candidates recommended by governments at all levels, and finally select and appoint them in fair and equal competition through the recommendation, review and nomination of the corresponding level of employee congresses. The income of all its members should be different from that of administrative personnel, and should be linked to the partial and overall operating results of state-owned assets, so that the SASAC at all levels will no longer serve as athletes and referees, but will follow the logic established by market entities and become an economic organization ruled by the fair competition market mechanism. Make the State-owned Assets Supervision and Administration Commission at all levels become the management system of China's state-owned enterprises, that is, under the premise that the personalization of the owners of state-owned enterprises still extends to the whole state-owned economy, an organic part of the corporate governance structure of state-owned enterprises, so that China's state-owned economy becomes the leading force of economic development full of market competition vitality. Therefore, the essence of the so-called personalization of the owners of state-owned enterprises is precisely the market-oriented realization of the due rights and interests of all employees of state-owned enterprises, that is, all employees of state-owned enterprises who are one with the members of the State-owned Assets Supervision and Administration Commission strictly perform their ownership rights and selflessly devote themselves to production and marketing work based on their own destiny and the future of state-owned enterprises, and gradually grow into fully rational "economic people" who strongly support and promote the prosperity and strength of China's socialist market economy. I am very happy to write the foreword to this book, although I think some of the author's ideas still need to be more fully argued. Of course, if the author can follow up on similar or similar enterprises closely related to his research, it will make his discussion and ideas more convincing and even have practical value. Therefore, I hope that the authors will be able to produce more profound research results in the future.（AI翻译）