本文以 DH 集团为例，就家族企业何时引进职业经理人、如何选拔经理人、怎样激
励约束经理人等问题展开分析研究。DH 集团是集纺织、织造、印染于一体，并享有自
主经营进出口权的大型集团公司。在 28 年发展历程中，先后引进多位职业经理人，在
如何平衡家族成员与经理人、资产所有者与经理人关系方面做了大量有益尝试，积累了
较为丰富的经验。研究发现，家族企业引入职业经理人是大势所趋，企业通过建立职业
经理人制度，使人力资本与物质资本有机结合，不仅可以摆脱华人家族企业因代际传承
“富不过三代”的“命运”，而且可以缓解企业人力资本短缺、内部关系协调困难以及
经营决策风险加大等矛盾
本文提出“五商”及“五步法”，前者关乎职业经理人的素质和条件，后者关乎企
业选拔职业经理人的方法和路径。“五商”及“五步法”融会了我国传统文化理念与西
方现代管理思想的精髓，具有独特性且便于实际应用。而要形成肝胆相照、荣辱与共的
合作关系，企业必须健全对经理人的激励约束机制，加快“企业家族化”向“家族企业
化”转型的步伐
关 键 词：DH 集团；家族企业；职业经理人；信任；激励约束；五步法
研究类型：专题研究Subject ： Research on the Practice and Enlightenment of the
Professional Manager System in DH Group
Specialty ： Master of Business Administration
Name ： FuJie (Signature)
Instructor ： WenBingzhou (Signature)
Abstract
The family enterprise is the main body of the private economy and is an important part
of our socialist market economy. After the success of the Chinese family business in most
choose to introduce professional managers, but because of difficult to trust, build system of
managers often turns to change. However, with the commodity economy, information
economy and industry economy rapid development, enterprise management environment,
especially the external environment increasingly complex, the disadvantages of family
management increasingly prominent. In this context, the introduction of professional
managers as a touchstone of where the business is going.
This paper takes DH group as an example, and analyzes the problems of when the family
enterprise introduces professional managers, how to select managers, and how to motivate the
managers. DH group is a large group corporation which integrates textile, weaving, printing
and dyeing, and enjoys the right to operate import and export. In the 28 years development,
has introduced a number of professional managers, on how to balance the relationship
between family members and managers, property owners and managers has done a lot of
beneficial attempts, has accumulated rich experience. Study found that the family business to
introduce professional managers is the trend of The Times, the enterprise through the
establishment of professional manager system, make an organic combination of human capital
and material capital, can not only get rid of Chinese family enterprises because of the
intergenerational inheritance three generations fate, and can ease the shortage of
enterprise human capital risk, internal relations coordination difficulties and business
decisions, etc.
In this paper, the five quotients and five steps method , the former is about the
quality of professional managers and conditions, the latter is about enterprise selection
method and the path of professional managers. The five quotients and the five-step
method are the quintessence of traditional Chinese culture and western modern managementthought, which is unique and convenient for practical application. Both the credit and to form
the credit, the relations of cooperation, enterprises must improve the incentive constraint
mechanism for managers, to speed up the transition from family enterprise to enterprise-based
family.
Keywords ：DH Group, Family business; Professional manager; Trust ;Incentive constraint;
Five steps
Research type: Monographic study目录
I
目 录
1 导论......1
1.1 选题背景与意义...1
1.1.1 选题背景.......1
1.1.2 研究意义.......2
1.2 研究方案...3
1.2.1 研究目标........3
1.2.2 研究思路........3
1.2.3 研究方法........4
2 信任与职业经理人制度建设文献综述.........6
2.1 信任与家族企业...6
2.2 信任与激励约束...7
2.3 职业经理人制度建设.......9
2.4 本章小结.11
3 家族企业推行经理人制度的现实障碍........12
3.1 “家文化”影响深远.........12
3.2 我国经理人市场不成熟15
3.3 经理人热衷背叛跳槽.....16
3.4 本章小结.19
4 DH 集团与职业经理人制度.22
4.1 DH 集团的建立与发展..22
4.2 DH 集团的产权变革......23
4.2.1 宏华纺织机械有限公司治理结构变革.....24
4.2.2 DH 集团内部管控模式变革...........25
4.3 本章小结.26
5 DH 集团引进职业经理人成功的经验.........28
5.1 LT 集团引进职业经理人失败的教训...28
5.2 DH 集团与 LT 集团推行职业经理人制度的启示.......30
5.2.1 制度变革是家族企业成长中必修的功课....
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