高校建设工程内部跟踪审计的增值、服务职能

高校内部基建工程实施全过程跟踪审计,主要是站在建设单位尺度对建设项目实施的各个阶段对其投资进行限额控制。经过系统、客观、真实、有效的跟踪审计,为管理者正确的决策提供重要依据,加强工程建设全过程的投资控制管理,保证项目投资管理目标的实现。高校内部建设工程跟踪审计最终目的是将竣工结算控制在计划投资限额内,最大限度降低投资成本,实现高校资产的增值。     

Project management and high‐value superyacht projects: An improvisational and temporal perspective

This article considers specific elements of the project management of high‐value deliverables in an under‐researched sector. Specifically, it looks at ways in which change is accommodated in complex projects where scope, delivery, and cost are relatively inflexible. An emerging literature considers improvisational working within project‐based work, which dilutes the “plan, then execute” paradigm that has shaped project work for some time. This research contributes to the temporal and rhythmic aspects of work in this area, linking with extant theory on, among other areas, punctuated equilibrium and organizational “rhythm,” and identifies parallels between improvised project work and established academic theory.     

Evidence‐Based Scope for Reducing “Fire‐Fighting” in Project Management

This paper reviews the problems of project management as reported by 1,879 individuals employed in the construction, manufacturing, process, and service industries in North‐West Europe over 23 years. Data obtained by a written questionnaire confirms that organizational relationships need the most attention. The data exhibits no trends over the 23 years. It indicates that many of the problems of project management are “institutional”; in other words, they are due to organizational cultures rather than inherent in project work. The evidence supports the view that poor discipline at the front‐end of projects results in too much “fire‐fighting” in project execution to overcome problems that could have been prevented. Prevention of these institutional problems requires action at the level of corporate governance, above the level of project management.     

The “management‐per‐result” approach to international development project design

Results‐based management (RBM) has proved to be a valuable tool for international development project management; however, there are some inconsistencies that limit the use of RBM at the design phase to manage for results. This article presents a “management‐per‐result” approach to reinforcing the project design function of RBM and illustrates its application to a real‐life project. Shying away from a technocratic approach, it emphasizes a “quick‐and‐dirty” approach and proposes an updated version of the logical framework to include success criteria and factors and very rough estimates for both project costs and benefits for targeted project results for different types of projects (infrastructure development, “process” type of project, and so forth).     

Stakeholders’ Attributes,Behaviors, and Decision‐Making Strategies in Construction Projects: Importance and Correlations in Practice

Project managers need to make decisions on how to balance competing claims between the different stakeholders in projects. Previous studies have suggested that the choice of decision‐making strategies is highly related to stakeholders’ attributes and behaviors in practice; however, limited studies have been conducted in the construction field to analyze the importance of stakeholders’ attributes, behaviors, and decision‐making strategies, and validate the correlations between the factors and decision‐making strategies. To analyze the underlying meanings of stakeholders’ attributes, behaviors, and decision‐making strategies from the practitioners’ perspectives, and indicate the influence of stakeholder‐related factors on decision‐making strategies, an interview, questionnaire survey, and case study were adopted. Empirical studies suggest that three stakeholder attributes (power, urgency, and proximity), and four types of stakeholder behaviors (cooperative potential, competitive threat, opposite position, and neutral attitude) are perceived by the practitioners as important to dealing with stakeholder claims. Depending on stakeholders’ salience levels and behavior types, strategies of defense, compromise, or concession/adaptation are chosen and applied by project managers in practice. The findings can help project managers to proactively understand stakeholder performance, place emphasis on particular attributes and behaviors, and formulate appropriate schemes under different circumstances.     

Project‐as‐practice: In search of project management research that matters

Research on projects is not only an immature field of research, but it is also insubstantial when it comes to understanding what occurs in projects. This article contributes to making project management research matter to the academic as well as to the practitioner by developing a project‐as‐practice approach, in alignment with the ongoing debate in social science research. The article outlines a framework and argues that there are two major challenges to the researcher and also suggests how these challenges can be met. Underlying notions of the practice approach are outlined to ensure a development of the project‐as‐practice approach that makes project management research matter!     

Effect of local government decision‐making competition on carbon emissions: Evidence from China's three urban agglomerations

Analyzing the effect of local government decision‐making competition on regional carbon emissions is important for reducing carbon emissions in rapidly urbanizing areas. Taking the energy rebound effect into account, this study analyzes the effect on carbon emissions of competition between local governments in decision making. Focusing on China's three urban agglomerations, this study further discusses how to avoid this influence. The results show that local government decision‐making competition is one of the main causes of the regional “green paradox”; the effect of local government decision‐making competition on carbon emissions has significant regional heterogeneity and spatial dependence, and the short‐term energy rebound effect is greater than the long‐term energy rebound effect; and local government decision‐making competition has three effects on carbon emissions that also have interaction and substitution effects between them: factor market distortion, investment bias, and the “race to the bottom” of environmental policies. However, four measures can reduce the effect of local government decision‐making competition on carbon emissions: one, improving the performance evaluation system of local governments; two, promoting the marketization of factor prices; three, improving both the energy efficiency and upgrading of industrial structures; and four, introducing macro emission reduction policies that allow the central government to intervene directly.     

Outstanding fundraising practice: how do nonprofits substantively increase their income?

• In this paper, we examine the characteristics of charities that have generated substantive increases in their fundraising income. We interviewed 25 fundraising directors and team members, from organizations experiencing rapid growth, adopting a “decoding the discipline” approach to identify how each organization had overcome key barriers to its success. We identify that fundraising leaders in these exceptional nonprofits focus particularly on matters connected to their team, organizational structures that support that team, and the development of an organization‐wide learning culture. We also find that these teams were successful because of the “systems” way in which they understood and coped with the complexities of decision making. They were exceptional in isolating the right problems and exceptional too in the processes they adopted to solve them.

Copyright © 2016 John Wiley & Sons, Ltd.     

Organizationally sensible versus legal‐centric approaches to employment decisions

Many managers and human resource professionals view the law increasingly as an overly restrictive influence on their ability to manage employees effectively. This article is intended to alert HR professionals to the risk that they are unnecessarily contributing to the impact that legal considerations have on the management of employees as a result of “legal‐centric decision making.” We introduce the construct of legal‐ centric decision making, present a model of the primary factors contributing to legal‐centric decision making, provide support for the model from diverse literatures (e.g., behavioral decision making, management, and law), and identify several keys to avoiding legal‐ centric decision making. © 2006 Wiley Periodicals, Inc.     

The criticality of risk factors in customer relationship management projects

Customer relationship management (CRM) remains an area of considerable interest in contemporary project management literature, due to its association with high failure rates. This research examined the criticality of four risk factors. Quantitative data analyzed using PASW17 were collected from a sample of 250 CRM project practitioners. Although we found strong evidence to support the focus on these risk factors, which include “user training,” “top management support,” “business strategy and technology alignment,” and “effective project feedback,” the authors found that, although some risk factors may be identified as “critical,” their criticality is dependent on the context of the project.     

Iterative Project Processes Within Temporary Multi‐Organizations in Construction: The Self‐, Eco‐, Re‐Organizing Projects

Theory‐based studies claim that informal processes interfere with the formal mechanisms and structures of projects in the construction sector. These processes structure and transform multi‐organizations. This four‐year case study reveals empirical evidence about how processes effectively evolve over time and affect formal mechanisms and structures. The results show: (1) the significant differences between what is planned and what actually unfolds in project processes; (2) how iterative processes overshadow linear ones; (3) how informality and “iterativity” eventually end up as self‐, eco‐, and re‐organizing projects and organizations, confirming that projects (re)create the very processes and structures that initiate them.     

Alignment,integration, and consistency in HRM across multi‐employer networks

Most studies of human resource management (HRM) have been conducted within the context of the single employing organization, which is strange given the recent growth in multi‐employer networks. In this study, the authors examine whether alignment, integration, and consistency—concepts central to or implicit in most analyses of HRM—has meaning and relevance in the multi‐employer context. They focus specifically on networks in which collaboration is intended to deliver high levels of product quality or customer service, precisely where one might expect employers would be attracted to “strong” HRM systems. Data was collected via interviews and document analysis in four networks, spanning both the public and private sectors in the United Kingdom. Despite a set of potentially favorable conditions within these networks to promote alignment, integration, and consistency, implementation was impeded by other equally powerful forces, including differences in employer goals within networks, especially between public and private sector organizations; intraorganizational tensions within internal labor markets for organizations involved in networks; using divergent HR policies between organizations within multi‐employer networks; and contradictions between the pursuit of “among employee” or “temporal” consistency for workers. Rather than prescribing a one‐size‐fits‐all solution for these problems, it is argued that detailed analysis of each network is necessary. ©2011 Wiley Periodicals, Inc.     

INTRA‐HOUSEHOLD EXPERIMENTS: A SURVEY

Experiments with family groups are rare, but since many decisions are taken at the household level or occur within the household it is an important area to investigate. This paper provides a survey of the recent experimental work on intra‐household decision‐making. I discuss some of the challenges involved in doing experiments with couples and families and consider major areas that remain yet to be explored. While general themes from the research are still emerging, four results repeatedly occur: (1) the absence of efficiency in intra‐household decisions; (2) joint decisions that are not a convex combination of individual decisions; (3) individual behaviour is affected by opportunities for hiding actions from spouses and (4) deviations from standard models of microeconomics in line with those seen in the anomalies literature of individual decision‐making.     

Combining PCA With DEA to Improve the Evaluation of Project Performance Data: A Taiwanese Bureau of Energy Case Study

This article proposes a new method of project performance evaluation, by which project performance data can be better understood. This article combines principal component analysis (PCA) and data envelopment analysis (DEA) to enhance the efficiency of decision‐making units more accurately. The data used was based on energy projects promoted by the Bureau of Energy at the Ministry of Economic Affairs in Taiwan. The results of this article show that by combining PCA and DEA in evaluating the performance of energy projects, there was an improved evaluation of projects over simply using DEA data alone.     

Social entrepreneurship: towards conceptualisation

The marketing in strategy dialogue and the emerging marketing/entrepreneurship interface paradigm stress the need for marketers to research entrepreneurship. Social entrepreneur‐ship, the entrepreneurship leading to the establishment of new social enterprises and the continued innovation in existing ones, is much discussed but little understood and given the increasing importance of such organisations should be addressed. This paper conceptualises social entrepreneurship as a multidimensional construct involving the expression of entrepreneurially virtuous behaviour to achieve the social mission, a coherent unity of purpose and action in the face of moral complexity, the ability to recognise social value‐creating opportunities and key decision‐making characteristics of innovativeness, proactiveness and risk‐taking. The paper discusses implications for policy and practice and concludes with a consideration of theoretical issues and directions for future research. Copyright © 2003 Henry Stewart Publications     

Integrating uncertain user-generated demand data when locating facilities for disaster response commodity distribution

This paper presents a new facility location problem variant with application in disaster relief. The problem is unique in that both verified data and unverified user-generated data are available for consideration during decision making. The problem is motivated by the recent need of integrating unverified social data (e.g., Twitter posts) with data from more traditional sources, such as on-the-ground assessments and aerial flyovers, to make optimal decisions during disaster relief. Integrating social data can enable identifying larger numbers of needs in shorter amounts of time, but because the information is unverified, some of it may be inaccurate. This paper seeks to provide a “proof of concept” illustrating how the unverified social data may be exploited. To do so, a framework for incorporating uncertain user-generated data when locating Points of Distribution (PODs) for disaster relief is presented. Then, three decision strategies that differ in how the uncertain data is considered are defined. Finally, the framework and decision strategies are demonstrated via a small computational study to illustrate the benefits user-generated data may afford across a variety of disaster scenarios.     

Contemporary knowledge and skill requirements in project management

This article provides an overview of some recent developments within the field of project management and presents metrics used to assess current trends within the discipline in order to identify its future direction. Graphical tools are introduced to measure the span and areas of emphasis within project management, such as radar diagrams and the recently introduced International Project Management Association (IPMA) “Eye of Competence.” The research shows that the discipline seems to focus increasingly on interpersonal competences, relationship management, resource management, and strategic alignment. The results are evaluated and discussed, and the article concludes with some ideas about the future development of project management.     

企业质效提升工程工作体系方法的实践探析——以招商局集团为例

党的十九大以来,招商局集团坚持以习近平新时代中国特色社会主义思想为指引,坚持“立足长远、把握当下,科技引领、拥抱变化”的战略原则,稳步推进建设具有全球竞争力的世界一流企业的战略目标。2017年招商局将“提质增效、提升能力”作为重点工作,2018年招商蛇口、外运股份和招商证券三家单位开展质效提升工作试点,2019年招商局集团内部全面深入推广质效提升工程,全力推进招商局集团高质量发展迈上新台阶,相关工作取得积极成效。文章从招商局集团质效提升工程实施历程、方法论、落地关键要素等方面系统地阐述招商局集团开展质效提升的方法论,以期对其他企业有所借鉴。