中国职业篮球联赛（CBA， Chinese Basketball Association）自20世纪90年代末期成立以来，承担的是为中国男篮发展提供市场化援助的任务，因此其需要在经济上发挥效益；另外，联赛一定程度上也需要为国家队的竞赛成绩保驾护航。然而，自2008年奥运会以来，男篮国家队的成绩出现较大波动，CBA联赛的经济效益也持续走低，在这一局面下，2017年姚明上任担任篮协主席，成为CBA战略转型的一次导火索。因此本文聚焦于CBA此次战略转型前后发生的变化，分析其转型的成功与不足。本文通过案例研究法中的质性访谈法和文献资料法，对CBA的历史进程进行回顾，将CBA划分为前姚明时代（2017年前）和姚明时代（2017年后），结合对联赛经济效益和对国家队的社会效益的分析，判断两个时期CBA体系产权合理性和制度变革历程。最后分析了NBA联盟的发展历程、商业模式、产权关系和经济社会效益等，总结NBA成功经验，以此为中国职业联赛的发展提供参考。针对CBA联赛转型的制度逻辑，本文将其总结为三个阶段：首先是在行业协会脱钩的规制性政策要求下，篮协被迫与篮管中心脱钩；而后，篮协模仿NBA联盟的规范模式，建立并转让了CBA公司；最后，随着俱乐部层面的反抗，联赛的制度发生动态调整，最终形成了一种介于职业化和非职业化之间的平衡制度。针对CBA联赛转型前后的产权关系变化，本文总结如下：CBA联赛的所有权在转型前后实际上都是篮协掌握，CBA公司只是拥有执行权；20家俱乐部和CBA公司之间产权较为清晰，但俱乐部层面的收益权不完整；CBA俱乐部内部的产权基本转型为企业子公司所有，符合市场化交易实体，但缺乏有效的职业经理人的治理体系；从经济效益上评估此次战略转型是较为成功的，但在社会效益上遇到瓶颈，背后的原因可能是人才培养体系的不完善，导致国家队水平陷入恶性循环。最后，基于上述矛盾和NBA的经验，本文为CBA的后续发展提出了一些建议，希望中国篮球协会能够确立发展战略目标、明晰产权关系，CBA公司应当建立合理的商业模式、提高商业化效率，CBA俱乐部应当引入职业经理人治理体系。

Since its establishment in the late 1990s, the Chinese Basketball League (CBA) has undertaken the task of providing market-oriented assistance for the development of Chinese men‘s basketball, so it needs to play an economic role. In addition, the league also needs to escort the results of the national team to a certain extent. However, since the 2008 Olympic Games, the results of the national men‘s basketball team have fluctuated greatly and the economic benefits of the CBA league have continued to decline. Under this situation, Yao Ming took office as the president of the CBA in 2017, which became a trigger for the strategic transformation of the CBA. Therefore, this paper will focus on the changes of CBA before and after this strategic transformation, and analyzes the success and shortcomings of its transformation.This paper reviews the historical process of the CBA through the qualitative interview method and the literature method in the case study method, divides the CBA history into the pre-Yao Ming era (before 2017) and the Yao Ming era (after 2017), combines the analysis of the economic benefits of the league and the social benefits of the national team, and judges the rationality of the property rights of the CBA system and the process of institutional reform in the two periods. Finally, the article analyzes the development history, business model, property rights relationship and economic and social benefits of the NBA league, and obtains the successful experience of the NBA, in order to provide reference for the development of China‘s professional league.Aiming at the institutional logic of CBA League transformation, this paper summarizes it into three stages: First, under the regulatory policy requirements of decoupling association, basketball association was forced to decouple from the basketball management center; Later, the Basketball Association imitated the standard model of the NBA League, established and transferred the CBA company; Finally, with the resistance of the clubs, a balanced cognitive institution between professionalism and non-professionalism has been formed.Aiming at the changes of property rights before and after the transformation of the CBA League, this paper summarizes as follows: the ownership of the CBA League before and after the transformation is actually controlled by the Basketball Association, and the CBA company only has the executive right; The property rights between the 20 clubs and the CBA company are clear, but the benefit at the club is incomplete. The internal property rights of CBA clubs are basically transformed into subsidiaries of enterprises, which are in line with market trading entities, but there is no effective model for professional managers. In terms of economic benefits, the strategic transformation is relatively successful; but in terms of social benefits, the bottleneck may be the reason behind the imperfect talent training system.Finally, based on the above contradictions and the NBA experience, this paper puts forward some suggestions for the development of CBA, hoping that the Basketball Association can set the strategic goal and clarify the property rights relationship.