Case Study on the Spin-off of China Railway Construction Corporation

Authors

  • Zhenzhu Shu
  • Shujie Chen

DOI:

https://doi.org/10.54691/6h3yqb67

Keywords:

CRCHI; Spin-off; Spin-off Motivations; China Railway Construction Corporation.

Abstract

This paper takes the spin-off of China Railway Construction Corporation's (CRCC) subsidiary, China Railway Construction Heavy Industry Co. Ltd. (CRCHI), as a case study to analyze the motivations for the spin-off, its effects, and the comparison between its actual outcomes and driving factors. The spin-off of CRCHI aimed to optimize information transparency, capital flow, and financial conditions. After the spin-off, CRCHI improved its financing capabilities, enhanced financial metrics, saw steady growth in overseas markets, and increased its R&D investment. The spin-off had a positive impact, and effectively expanded both domestic and international markets of CRCC.

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References

[1] Wei Yong, Ma Wanwan. Research on Spin-off Listings of State-Owned Enterprises—A Case Study of Waigaoqiao Spin-off Changlian Shares. New Accounting, 2020(06): 40-45.

[2] Zhao Tuanjie, Fu Yuanjiao, Zhang Xiaolu Motivation and Performance Analysis of Enterprise Spin off Listing: Taking China Railway Construction Corporation's Spin off of China Railway Construction Heavy Industry as an Example. New Accountant, 2023, (05): 28-32.

[3] Feng Fengying. Case study on the spin off of China Railway Construction Corporation and the listing of China Railway Construction Heavy Industry Corporation. China Academy of Fiscal Sciences,2024.

[4] Lou Qingxian. A Study on the Motivation of Spin-off Listings and Their Impact on Profitability. Economist, 2022(03): 89-91.

[5] Wang Ran. Case study on the spin off and listing of China Railway Construction Heavy Industry Corporation. South China University of technology,2023.

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Published

2024-11-27

Issue

Section

Articles

How to Cite

Shu, Zhenzhu, and Shujie Chen. 2024. “Case Study on the Spin-off of China Railway Construction Corporation”. Scientific Journal of Economics and Management Research 6 (11): 1-11. https://doi.org/10.54691/6h3yqb67.