Case: Assets Reorganization Of GF Group

Because headquarter lost control of subsidiary companies in terms of management and surveillance and also communicated inefficiently with subsidiary, GF group felled into difficult position such as debt, lawsuit, operating inefficiently, lax in vigor and so on. Under ideal guidance of specializing development, correlative competition ability, career manager, plurisubject of investment and intensive management and finance, GF group adjusted Internal asset and reshuffled the infrastructure in order to changing the situation which man-made moral hazard and adverse selection and increase the value of state-owned asset within authorization. During the reform, GF group was confronted with persistence because of ineffective infrastructure of corporate governance and also with antinomy and conflict between benefit interrelatives. This case study mainly analyze the antinomy and conflict occurred during the reform in terms of strategic management, human resource, organization behavior, corporate governance and so on.