跨境能源投资股东行权管理的体系研究——基于麦肯锡7S管理模型的实证建构  

Systematic Research on Shareholder Rights Management in Cross-Border Energy Investments—An Empirical Framework Based on the McKinsey 7S Model

作　　者：魏琼 Wei Qiong(SINOPEC International Petroleum Exploration and Production Corporation,Beijing 100029,China)

机构地区：[1]中国石化集团国际石油勘探开发有限公司,北京100029

出　　处：《石油化工管理干部学院学报》2025年第2期51-54,60,共5页Journal of Sinopec Management Institute

摘　　要：本研究以国际能源公司A公司为典型案例,针对非作业者项目治理中存在的“行权离散化—治理被动化”困境,基于麦肯锡7S管理模型构建系统化股东行权管理体系。通过行业趋势、政策规制与内生需求的三维驱动,A公司以战略共识为引领,重构矩阵式组织架构、创新全周期制度体系,并融合数字化治理工具与阶梯式人才培养机制,实现跨境行权治理效能跃升。实证表明,该体系使决策效率提升,年化行权创效成果显著,验证了“战略—制度—能力”穿透机制的有效性,为国有企业海外资产管理提供理论框架与实践范式。Taking international energy company A as a case,this study addresses the dilemma of“discrete rights–passive governance”in non-operator project governance.Based on the McKinsey 7S management model,it builds a systematic shareholder rights management framework.Driven by industry trends,policy regulations,and internal demands,Company A aligns its strategy,reconstructs a matrix organizational structure,innovates a full-cycle system framework,and integrates digital governance tools with a tiered talent development system.These measures significantly enhance the effectiveness of cross-border shareholder governance.Empirical results show improved decision-making efficiency and notable returns on exercised shareholder rights,validating the“strategy–system–capability”penetration mechanism.This provides a theoretical and practical model for overseas asset management in state-owned enterprises.

关 键 词：股东行权 麦肯锡7S管理模型 跨境 非作业者项目 

分 类 号：F275[经济管理—企业管理]