项目成功标准研究的动态演变与启示

项目成功标准是正确评价项目成功与否的前提。本文立足于4种不同的观点——传统、财务、客户/利益相关者和系统观点,对国内外成功标准研究的既有成果进行了梳理。结果表明,对项目成功标准的研究从单一的铁三角标准正逐步向更系统化的标准动态演进,基于全寿命周期思想和利益相关者视角下的项目成功标准可从项目管理绩效、项目初评价绩效、项目组织战略绩效和项目完成绩效4个维度为大型工程项目评价提供系统化、整体化的评价依据。     

IT项目成功标准研究

对于IT项目的成功标准,企业界尚缺乏统一的认识。在总结以往研究的基础上,结合IT项目的特点,通过问卷调查等方法,提出了IT项目成功标准应包括以下7个因子:IT系统、铁三角、客户满意、项目成员、高层管理者、项目组织、外部利益相关者。     

Forecasting Success on Large Projects: Developing Reliable Scales to Predict Multiple Perspectives by Multiple Stakeholders Over Multiple Time Frames

Our aim is to develop a set of leading performance indicators to enable managers of large projects to forecast during project execution how various stakeholders will perceive success months or even years into the operation of the output. Large projects have many stakeholders who have different objectives for the project, its output, and the business objectives they will deliver. The output of a large project may have a lifetime that lasts for years, or even decades, and ultimate impacts that go beyond its immediate operation. How different stakeholders perceive success can change with time, and so the project manager needs leading performance indicators that go beyond the traditional triple constraint to forecast how key stakeholders will perceive success months or even years later. In this article, we develop a model for project success that identifies how project stakeholders might perceive success in the months and years following a project. We identify success or failure factors that will facilitate or mitigate against achievement of those success criteria, and a set of potential leading performance indicators that forecast how stakeholders will perceive success during the life of the project's output. We conducted a scale development study with 152 managers of large projects and identified two project success factor scales and seven stakeholder satisfaction scales that can be used by project managers to predict stakeholder satisfaction on projects and so may be used by the managers of large projects for the basis of project control.     

Critical success factors for risk management systems

Despite the existence of extensive literature regarding risk management, there still seems to be lack of knowledge in the identification of critical success factors (CSFs) in this area. In this research, grounded theory is implemented to identify CSFs in risk management systems (RMS). Factor analysis and one‐sample t‐tests are then used to refine and rank the CSFs on the basis of the results of a survey which has been conducted among risk management practitioners in various types of Swedish corporations. CSFs are defined from three different perspectives: (1) the factors that have influence on the inclination and readiness of a corporation for implementing RMS; (2) The factors that are important during the design and implementation of RMS in a corporation and can significantly affect the success of RMS design and implementation; and (3) the factors that are crucially important to successfully run, maintain, and administrate RMS after the closure of the project of RMS design and implementation. A case study of a largely successful RMS is presented and discussed in terms of these key factors. This systematic approach toward understanding the taxonomy of the success dimension in RMS is important for re‐enforcing effective risk management practices.     

Sales location among semi‐subsistence cassava farmers in Benin: a heteroskedastic double selection model

In much of rural Africa, high transaction costs limit farmers’ market participation and thus their potential for income growth. Transaction costs can affect not only whether a farmer sells product but also whether sales occur at the farm gate or at a market. If production behavior is related to a chosen sales location, then analysis of interventions can be improved by explicit consideration of the decision of where to sell. This article develops a double‐selection model that explains consumption and production decisions by semi‐subsistence farmers who first decide whether to be a seller and then whether to sell at the farm gate or at an off‐farm location before deciding on production and consumption. The study tests the validity of this dual‐criteria model against a single‐criterion model in which a grower first decides to be a seller and then decides production, consumption, and sales location simultaneously. The results suggest that the dual‐criteria model provides more information than the single‐criterion model using a sample of cassava producer in Benin.     

WTO框架下完善我国农产品质量立法刍议

提高农产品质量是我国农业发展的长远策略之一,而农产品质量管理需要立法,用法律手段来规范和治理农产品质量问题,也是各国政府普遍采用的做法．面对各国农产品质量立法的现状和最新发展,我国应在WTO规则的要求下,借鉴各国成功的立法经验,制定出一部既符合我国国情,又符合WTO规则的农产品质量法法典。     

Merger and acquisition motives and outcome assessment

Research on merger and acquisition (M&A) outcome often focuses on tangible financial results and the reaction of stock markets. This research attempts to provide a more accurate assessment of M&A performance by linking tangible as well as intangible M&A motives to outcome assessment. The theoretical framework is based on evaluation theory. We analyze four case studies of international M&As conducted by European companies. The findings indicate that M&A outcome can be more accurately measured by aligning it with the motives defined by the acquiring firms. They suggest that M&A outcome assessment should be considered as a process covering both premerger and postmerger stages.     

Locating the competitive relation of global logistics hub using quantitative SWOT analytical method

Evaluating the competitive position of location develops global logistics hub (GLH) is a multiple criteria decision-making (MCDM) problem and it is important for governor to implement suitable strategies appropriate its environment. SWOT analysis is very important in the process of strategic formulation. Under many conditions, the evaluative criteria (indicators) are mixed with quantitative/qualitative values and the values for qualitative criteria are often imprecisely defined for decision-makers. A quantified SWOT analytical method, that integrates the method of fuzzy Analytic Hierarchy Process (AHP) method, was proposed to provide more detailed and quantified data for SWOT environmental analysis to assess the competitive relation for locations develop different types’ GLH in Pacific–Asian region. Integrating the concept of Grand Strategy Matrix (GSM), a suitable competing strategy could be suggested for location developing GLH in accordance with its competitive position.     

主导产业的确立及其实践方法

在统计分析和逻辑实证基础上把主导产业确立基准同其发展的约束条件统一起来考察,提供了主导产业选择模型和实践方法。     

支柱产业的选择分析--关于苏北支柱产业的选择

在产业结构中,支柱产业是核心。对支柱产业选择的研究,尤其是支柱产业选择量化标准的确立,有助于对产业结构高度化和合理化的判别和认定,有助于地区根据实际情况选择适合的支柱产业。