长庆油田多元经济企业经过近30年发展，已成为油田经济的重要组成部分和经济发展力量。近年来，按照中国石油有关要求，长庆油田全面实施了规范职工股及清理法人实体工作，使多元经济企业实现了跨越式发展。在新的发展条件下，如何优化资源、持续重组、加快发展，是长庆油田各级组织关注的焦点之一，需要进行深入研究。本文立足长庆油田多元经济企业实际，主要运用理论研究和实际调研、宏观政策要求和规范分析等方法，结合兄弟油田多元经济企业的工作经验，以配置资源理论、企业产权理论、公司治理理论和企业重组理论为支撑，认真分析多元经济企业结构性矛盾突出、现代企业制度不完善、多数企业经济规模小、资金严重短缺、资产质量不高、盈利空间较小、缺乏核心技术、职工思想观念落后等问题，从企业战略发展的角度，全面分析了企业内外部两个发展环境，提出了多元经济企业整合后的“集团化管理、专业化经营”的发展方向，“做强一批，改造一批，萎缩一批，退出一批，培育一批”的发展思路，培育、做强油田化工助剂优势产业，改造、清理产权结构不符合上级要求的从事油气勘探业务的企业，萎缩、关闭、注销与主办单位或油田业务相关度不大的社会通用性企业；提出了以国有收购为重点、辅之以集体收购置换、公司回购、并购整合、关闭清算等规范处置方式，以及分层级分批次积极稳妥推进的步骤和保证措施；将80家多元经济法人实体以及6家国有控参股企业，按“三步走”思路进行处置。同时，本文提出对资源整合后的长庆油田多元经济企业，应按照“集团管理、公司运作、放权经营”的管理模式，完善法人治理，规则运作行为；油田要以“出资人”身份进行战略和宏观指导；公司管理层应简化管理“链条”，优化内部结构，提高管理效率，实现可持续发展。

The diversified economy enterprises of Changqing Oilfield have been developed for about 30 years. They have become the important part and the supporting power of oilfield’s economy. In recent years, according to the related requirements of CNPC, Changqing Oilfield has completely carried out the standardization of employees’ stock and the order of legal entity. The diversified economy enterprises have been gained great-leap-forward development. The way for optimizing resource, continuous reformation, and for accelerating the development is one of the concern focus of authorities at all levels in Changqing Oilfield, which requires a further study. In this thesis, based on the reality of diversified economy enterprises in Changqing Oilfield, by means of theoretical research, investigation and survey, and policy research, taking into consideration of other companies’ working experience, using the theory such as distributing resources, enterprise property, corporate governance, and enterprise reorganization, the author well analyzes the problems in the diversified economy enterprises including prominent structural contradiction, unimproved modern enterprise system, small scale, short of capital, low quality property, small profit space, short of core technology, backward thinking style etc. Furthermore, the author analyzes the internal and external environments of the enterprise, and suggests the guiding principle as “Collectivization management, specialization operation”, and suggests the guiding thinking style as “Making a batch of enterprises stronger, reforming a batch of enterprises, making a batch of enterprises into smaller scale, bowing out of a batch of enterprises, cultivating a batch of enterprises”. And then, the author suggests to cultivate and strengthen petroleum chemical additives enterprises, and to reform oil and gas exploration enterprises whose property right structures are against the requirement from the higher authorities, and to close the common enterprises which are less interrelated with sponsor unit or oil business. After that, the author suggests the “three-step” working style for over 80 diversified economy legal entities and 6 state-owned share holding or participating enterprises, and suggests that we shall focus on state-owned acquisition, with the supporting methods as collective acquisition and replacement, company repurchase, post-merger integration, and closure liquidation for the positive and reliable procedure and guarantee measure. Meanwhile, the author proposes that the diversified economy enterprises of Changqing Oilfield, which have been carried out resources integration, shall improve corporate governance and standard operation under the management mode as “group management, company operation, and delegating management authority to the enterprises”. Changqing Oilfield, as “investor”, shall take the macro guidance. In order to realize sustainable development, the administration shall simplify management chain, optimize internal structure, and improve management efficiency.