Project System Vulnerability to Political Risks in International Construction Projects: The Case of Chinese Contractors

This study aims to explore the variables affecting the project system vulnerability to political risks in international construction projects. A questionnaire survey was conducted and 138 responses were received from both academia and industry. The exploratory factor analysis was then adopted to uncover the relationships among these variables. The results showed that three exposure factors (i.e., attribute‐based exposure, strategy‐based exposure, and transaction‐based exposure) and three capacity factors (i.e., core competitive capacity, relative bargain capacity, and integrate adaptive capacity) were believed to be the significant underlying factors for the project system vulnerability to political risks. Also, case studies were conducted and the results indicated that the emergent framework was suitable and tractable for application in the future. This study provides a method for measuring the project system vulnerability to political risks; thus, international construction enterprises can decrease their risk exposure and enhance their capacity for dealing with political risks in international construction projects.     

基于事故树法的海上石油国际合作项目政治风险分析

随着海上石油勘探开发的日趋兴盛,海上石油国际合作项目面临的政治风险正日趋隐蔽和复杂,使得政治风险的不确定性不断增强,政治风险已经成为了影响项目成功与否的关键因素。本文主要运用事故树法分析海上石油国际合作项目中存在的政治风险,建立海上石油国际合作项目政治风险事故树,分析得出政治风险产生的原因,在此基础上提出了规避政治风险的对策,为我国石油公司在今后开展海上石油国际合作时的政治风险管理提供决策参考。     

谈过度竞争下的银行业务新风险

银行产品、银行服务的严重同质化导致我国各家银行过度的市场竞争行为,这必然引发全新的金融风险,此类风险主要体现在银行业务中的国际性投资风险和系统性投资风险。为防范上述两种风险,从资本市场入手,提前设计规避银行系统性风险的管理体系,明确规避新银行业务风险管理体系的基本设计方向,显得尤为急迫和必要。     

BOT项目前期的风险分析

BOT是英文Build-Operate-Transfer的缩写,译意为"建设—经营—移交",是民间资本参与国家基础设施建设的一种形式,尽管以BOT方式投资于东道国的基础设施建设对于项目参与各方在不同程度上是一项有利可图的商业经营活动,但是在每个BOT项目中,都是有若干可能发生的风险,而且BOT项目的风险远远超过一般投资项目的风险,所以对于每个BOT项目而言,项目前期的风险分析则显得尤为重要。     

国际工程项目风险管理浅析

随着市场国际化的到来,许多施工企业开始走出国门承揽国际工程项目。在国际工程项目可能会有较高收益的同时,其所要面临的风险因素也更多、更大。因此,风险管理在国际工程项目中的作用也越来越重要。每个参与国际工程项目的企业都应高度重视风险管理,不断提高自身风险管理水平,力争以较小的风险换取较高的效益。     

Categorizing risks in seven large projects—Which risks do the projects focus on?

In a hierarchy of project objectives, strategic objectives will often be principally different from the operational ones. Operational objectives concern the project outputs/results, and strategic objectives concern the project goal and purpose. In this study, risks are categorized as risks to operational, long‐term, or short‐term strategic objectives, and, by studying a dataset of some 1,450 risk elements that make up the risk registers of seven large projects, we examine how operational and strategic risks are distributed in the projects. The study strongly indicates that risks to a project's strategic objectives rarely occur in the project's risk registers, though project success and failure stories indicate their importance.     

Corporate Strategies for Managing Climate Risks

This paper focuses on organizations and their management of climate risks. Climate risks stem from continued changes in climate means and the increase in frequency and intensity of extreme weather events. We ask whether companies also apply the usual process of corporate risk management to climate risks. In seeking to answer this question, we review several literature streams in order to set out an initial theoretical reflection. Based on this we conducted an exploratory case study with 11 electric utilities. Our results illustrate that these companies perceive climatic changes as a material issue for their business. However, management has restricted knowledge about such climatic changes and thus cannot precisely determine the potential negative impacts on business activities. As a consequence, the companies have implemented a climate risk management that does not differ from the usual process of managing other business risks. Our results further illustrate that there is some variation in how individual firms manage climate risks: While risk identification and risk assessment are equally important for all electric utilities, there are differences in how management determines the direction of the individual response to climate risks. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment.     

基于HHM的石油企业技术创新项目风险因素识别研究

技术创新日益成为促进经济增长和提高科技竞争力的关键,技术创新活动为石油企业在全球的金融危机中的生存和发展注入了新的力量,起着不可替代的作用。但是技术创新是一项高风险、低成功率的事业,要想技术创新取得成功,就要对技术创新的风险进行认识与防范,做到有备而战。文章在在企业调研的基础上,利用层次全息模型(HHM)进行了石油企业技术创新项目的风险因素识别,为石油企业技术创新项目的风险评价和风险监控夯实了基础。     

AHM在国际工程风险分析中的应用

针对国际工程项目风险分析的特点,应用AHM方法对某国际工程项目风险进行分析,实现了风险因素的权重排序、系统总风险的评价,提出了相应的风险控制措施。并将结果与层次分析法(AHP)的计算结果进行比较,证明其有效性和实用性。     

How Project Manager–Project Owner Interaction Can Work Within and Influence Project Risk Management

Inherent interest conflicts between a project management team and project owner are often neglected in project risk management. Risk management by the project management team basically focuses on project short‐term survival, or project success toward handover to the customer, while for the project owner, strategic success should be more important. To see how this takes place in and influences real projects, seven large projects were studied, and interaction in project risk management between the project owners and project management team was examined for each project. The study revealed that the main focus in the studied projects was on operational risks, even within the project owner's set of high‐priority risks.     

基于三角模糊数的服务创新风险分析

在企业或社会中发挥着越来越重要的作用,学者越来越关注对服务的研究,力图通过技术等手段对原有服务进行改造或创新,从而实现效益,但是关于服务创新中风险的研究甚少。因此本文首先利用环境分析法,分析出在服务创新过程中的风险因素,使用基于三角模糊数的模糊层次分析法,对这些风险因素进行评价。最后用一个实例证明这种风险方法,可以更好的进行风险管理,提高服务创新的成功率。     

Managing Risks in Complex Projects

Dealing effectively with risks in complex projects is difficult and requires management interventions that go beyond simple analytical approaches. This is one finding of a major field study into risk management practices and business processes of 35 major product developments in 17 high‐technology companies. Almost one‐half of the contingencies that occur are not being detected before they impact project performance. Yet, the risk‐impact model presented in this article shows that risk does not affect all projects equally but depends on the effectiveness of collective managerial actions dealing with specific contingencies. The results of this study discuss why some organizations are more successful in detecting risks early in the project life cycle, and in decoupling risk factors from work processes before they impact project performance. The field data suggest that effective project risk management involves an intricately linked set of variables, related to work process, organizational environment, and people. Some of the best success scenarios point to the critical importance of recognizing and dealing with risks early in their development. This requires broad involvement and collaboration across all segments of the project team and its environment, and sophisticated methods for assessing feasibilities and usability early and frequently during the project life cycle. Specific managerial actions, organizational conditions, and work processes are suggested for fostering a project environment most conducive to effective cross‐functional communication and collaboration among all stakeholders, a condition important to early risk detection and effective risk management in complex project situations.     

Environmental Credit Risk Management in Banks and Financial Service Institutions

How do Canadian banks integrate environmental risks into corporate lending and where are they located compared with their global peers? In this paper we report a mixed method analysis of the integration of environmental risks into the credit management. The qualitative and quantitative analyses suggest that all analyzed Canadian commercial banks, credit unions and Export Development Canada manage environmental risks in credit management to avoid financial risks. Some of the institutions even connect environmental and sustainability issues with their general business strategies. Compared with other countries, Canadian banks are best in class, as all six Canadian commercial banks, comprising over 90 percent of Canadian assets, systematically examine environmental risks for credits, loans and mortgages. We conclude that Canadian banks are proactive regarding environmental examinations of loans and that there is a need for a more accountancy related reporting on environmental risk management in financial institutions. Further research is needed to be able to calculate costs and benefits of integrating environmental and sustainability issues into the credit risk management. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment.     

港口项目建设风险与投资风险分析

港口项目投资的投资建设过程和营运过程中,需要大量的资金投入,会面临各种各样的风险。文中对港口项目建设风险、港口投资风险进行了梳理和分析,以提高客观地分析项目风险程度的能力。     

Addressing Risks in Green Retrofit Projects: The Case of Singapore

The objectives of this study are to identify the risks in green retrofit projects in Singapore; analyze their risk criticalities; compare the risk criticalities between conventional and green retrofit projects; and provide mitigation measures for the critical risks. Twenty risks and 37 mitigation measures were identified from a literature review. A questionnaire survey was performed with 30 professionals experienced in green retrofits, and five post‐survey interviews were conducted. The results indicated “post‐retrofit tenants’ cooperation risk” was the top risk, and that 19 risks were more critical in green retrofits than in conventional retrofits. Additionally, 28 mitigation measures obtained significant agreement.     

我国外贸企业的进口业务风险案例和防范

随着我国进口业务的不断发展,外贸企业所要承担的进口业务风险也越来越大。各种风险都有其对应的识别系统和防范措施,外贸企业要在恶劣的国际贸易环境中生存,必须作好准确的风险预测和防范。     

物流金融风险分析及防范对策

作为一种新型业务,物流金融解决了制造企业的融资瓶颈问题,为银行业的金融创新提供了条件,但同时物流金融业务也面临着许多风险。从物流金融的概念出发,讨论了物流金融的作用,分析了物流金融在实践中存在的各种风险,最后提出物流金融业务风险的防范对策。     

Differences Between Clients’ and Vendors’ Perceptions of IT Outsourcing Risks: Project Partnering as the Mitigation Approach

Information technology (IT) outsourcing has been a business practice for more than two decades. Researchers have suggested successful risk management as a key factor in successful IT outsourcing projects implementation. The documented investigations, however, have mainly addressed risk management only from a single perspective of either clients or IT vendors. Considering only one perspective allows for an omission of possible risks considered critical by the other party, as suggested by agency theory. This study explored the potential perception inconsistency regarding the risks between the client and the vendor for IT outsourcing projects by using a quasi‐Delphi approach. The analysis results indicated some inconsistencies in the risks perceived by the two parties: (1) the clients regarded (a) lack of vendor commitment to the project and (b) poor vendor selection criteria and process as top critical risks but the vendors didn't; and (2) on the other hand, the vendors perceived (a) unclear requirements and (b) lack of experience and expertise with project activities as significant risks but the clients didn't. Insights into how the client and the vendor perceive risks may help both parties determine how to partner and manage project risks collaboratively to succeed in outsourcing.     

A performance-oriented risk management framework for innovative R&D projects

Uncertainty is one of the major inherent difficulties in developing innovative products, due to their highly dynamic markets and technologies. The presence of a large degree of uncertainty leads to high R&D risks, resulting in many R&D failures. Therefore, it is important to manage R&D risks through all R&D stages to improve R&D project success rates. This paper proposes a new risk management framework that aligns project risk management with corporate strategy and a performance measurement system to increase success rates of R&D projects and to accomplish corporate strategic goals. The balanced scorecard is used to identify major performance measures of an R&D organization based on the firm vision and strategy. Quality function deployment is adapted to transform organizational performance measures into project performance measures and a systematic procedure is developed for risk identification, assessment, response planning, and control. The proposed risk management framework enables an R&D project to be focused on achieving the corporate goals and provides a more effective way to identify, assess, analyze, and monitor R&D risks along the project cycle. The proposed methodology is illustrated with a drug development project.     

中国企业跨国并购的整合风险识别与评估

中国企业在跨国并购额逐年递增的同时,跨国并购的风险,特别是整合风险也在同步增大。本文通过风险识别将整合风险划分为文化整合风险、人力资源整合风险、业务整合风险和管理制度整合风险等,并对这些风险进行了较为准确的评估。