工程管理Partnering模式的合作博弈分析

工程管理Partnering模式是项目利益相关者相互博弈并最终形成"合作博弈"的均衡战略组合。本文结合合作博弈理论模型,分析了Partnering模式各利益相关者间的合作博弈,指出:Partnering模式的各利益相关者合作的充分条件是在有效磋商的基础上签署有约束力的Partnering协议;工程管理Partnering模式利益相关者的合作博弈具有凸性,能提高利益相关者的利益;并提出基于Shapley值建立合理的Partnering模式利益相关者的收益分配机制。     

基于价值链理论的战略Partnering模式竞争优势分析

首先介绍了战略Partnering模式和价值链理论的相关知识,然后利用价值链理论对战略Partnering模式进行分析,得出战略Partnering模式相比传统工作模式的竞争优势。希望能够促进战略Partnering模式在我国的应用。     

Partnering模式在我国内地建设工程领域的应用和推广

在大量检索和深入阅读有关Partnering模式文献的基础上,综合分析国内外组织或学者对Partnering模式的研究成果,对Partnering模式的内涵、核心优势和在执行过程中的关键成功因素和主要实施障碍进行深度解析,指出了Partnering模式在我国应用的局限所在,寻求Partnering在我国内地尚未推广的合理解释。     

试论中国文化对实施PARTNERING模式的影响

Partnering模式于20世纪80年代起源于美国,目前已经在美国、澳大利亚、日本、欧洲、新加坡以及中国香港的建筑界得到了广泛使用。业界人士普遍认可Partnering模式的优势,如:有利于改善项目参与各方之间的关系,有利于降低工程费用、缩短工期、提高工程质量、减少合同纠纷和诉讼方面,收益非常明显。从本质而言,Partnering模式是古老的“握手”式的商业模式,这种模式在全世界,特别是在东方获得广泛的应用。本文旨在讨论中国文化及其对实施Partne- ring模式的影响。研究结果表明,中国文化与Partnering模式的一些要素吻合,因此能够促进其在建筑界的实施。     

解析Partnering模式的工作流程组织

在特定背景下提出采用partnering模式的必要性，强调建立步骤明晰、指导性和可操作性较强的Partnering模式工作流程组织是成功应用Partnering模式的关键问题。分别对工作流程组织中的不同主要工作内容展开具体阐述，为促进Partnering模式在我国工程管理领域中有效应用提供了重要保证。     

浅谈Partnering模式应用的CSFs及其障碍

Partnering模式正被广泛应用在各种不同领域中，评定Partnering模式应用的CSFS及其障碍越来越被组织或学者重视，逐步成为了项目管理中的一项议程。总结了前人的研究成果，提出了普遍认为的CSFS，具体分析了Partnering模式应用的障碍，为Partnering模式的推广提供了借鉴作用。     

论Partnering项目管理模式

Partnering模式是一种新的项目管理模式,目前在一些发达国家和地区开始采用,并取得了成功。本文对Partnering项目管理模式的基本思想、类型、运作流程等方面的内容进行了阐述分析,并指出了这种模式的优点。     

浅析Partnering模式在铁路建设中的运用

近年来,Partnering模式在欧美国家以及我国香港和台湾地区迅速发展,运用成效显著,而在我国铁路建设领域运用不多。本文提出了铁路建设项目的Partnering模式的工作流程。最后,结合合福高铁建设项目提出了在此项目上拟用Partnering模式的思路。     

基于单项Partnering模式的建设项目供应链

借鉴Partnering模式,将原有的供应链模刑进行完善,建立基于Partnering模式的建设供应链模型,从而改善业主、设计商、承包商的关系,使项目各参与方达到共同赢利的目的。     

基于Partnering模式的ZJ3Y公司供应链管理改进研究

在充分认识我国建筑业面临的形势和问题的基础上,本文以中建三局一公司为研究对象,分析其基于项目的现行供应链管理模式的弊端主要在于信息化协同管理达不到标准,当前项目管理模式不能有效解决参与方之间一次性博弈导致的不合作。为解决上述问题,将制造业的供应链管理思想和目前国外应用已非常成熟的Partnering模式相结合,提出了Partnering模式下建筑企业供应链管理的新思路,并为一公司设计了该模式下项目实施时的组织结构与运作流程,合作伙伴关系的建立方法,构建了Partnering模式下的争议处理和绩效评价两大系统。通过建立信息共享系统管理平台,实现了Partnering供应链中参与各方的信息共享和沟通协作,为Partnering建筑企业供应链管理的顺利实施提供了保障。     

Collaboration in Multi-Partner R&D Projects: The Impact of Partnering Scale and Scope

How can firms design collaboration structures for effective performance in R&D projects that involve multiple partners? To address this question, we examine the theoretical underpinnings of collaboration structures in multi-partner R&D projects—i.e., the scale and the scope of partnering efforts. Partnering scale captures the extent of resource interdependencies between a firm and its partners; partnering scope captures both the breadth and depth of the interdependencies between a firm and its partners. Using primary data from 147 multi-partner R&D projects, we develop and test hypotheses that examine the impact of partnering scale and scope decisions on partnering performance. Results indicate that partnering scale has a curvilinear relationship with partnering performance. That is, intermediate levels of partnering scale are associated with higher partnering performance, compared to low or high levels of partnering scale. However, we also find that the nature of this relationship is moderated by the sub-dimensions of partnering scope. Specifically, increase in partnering breadth appears to magnify the negative effect of partnering scale on performance. In contrast, increase in partnering depth appears to overcome this negative effect, allowing firms to operate at higher levels of partnering scale. Taken together, these results highlight the importance of adopting a comprehensive approach to designing collaboration structures for multi-partner R&D projects.     

Survival depends on effective partnerships with suppliers, management, and physicians

Partnering in health care materiel management circles is a concept that has been discussed for years. We, as materiel managers, have never accomplished effective partnering; but I propose that if we are to have a professional future, we should learn to establish effective partnership arrangements with our various customers--externally and internally.     

Partnering relationships in construction: A literature review

There is no unified view as to what partnering relationships are in the construction industry. The purpose of this paper is to examine the literature in order to identify the main assumptions about partnering relationships in construction research and practice. The literature is compared to the Construction Industry Institute’s (CII, 1991) frequently cited definition of partnering as a long-term commitment between two or more parties in which shared understanding and trust develop for the benefits of improving construction. The literature review reveals a tendency to focus on project partnering in dyads between clients and contractors and there is also an emphasis on formal tools to develop these relationships, even if social aspects and relationship dynamics are recognised. The paper discusses these findings and suggests that, in order to increase the understanding of the substance and function of partnering relationships, it could be useful to incorporate knowledge from theoretical perspectives that are more in line with the CII definition. Two perspectives that seem particularly interesting in this respect are Supply Chain Management (SCM) and the Industrial Network Approach (INA), both of which focus on long-term relationships between actors beyond the dyad. INA also emphasises the informal aspects of relationship development. Incorporating these dimensions of partnering relationships requires processual and longitudinal studies, which are relatively rare in the contemporary partnering literature.     

工程合作伙伴模式研究综述

合作伙伴模式在建筑行业中的应用是近年项目管理研究的重要主题之一。本文的主要目的是对国内外相关学者的研究成果进行介绍。大量的研究证明合作伙伴模式在提高生产效率，降低建造费用，提高项目满意标准和减少建造时间等方面都比传统工程建造模式更为优越。随着合作伙伴模式的推广应用，出现了一系列应用规范和概念，而新近的研究集中于探索如何促使合作伙伴模式能够得到成功的应用。通过总结相关的研究成果，结合中国实际进一步对合作伙伴模式的研究做出了展望。     

An Inquiry to Move an Underutilized Best Practice Forward: Barriers to Partnering in the Architecture,Engineering, and Construction Industry

There is an obvious need in the architecture, engineering, and construction (AEC) industry for improved project team integration through project delivery to ensure improved project outcomes. The literature reports that, among other methods, project partnering, when followed successfully, provides a great opportunity to improve project performance via improved collaboration among key project stakeholders (e.g., owner, designer, contractor) and reduce claims as a result while letting all project members stay in their traditional roles and work under any contractual framework, including design‐bid‐build. Despite its potential and history in the United States since the late 1980s and being classified as one of the best practices by the Construction Industry Institute in 1996, partnering continues to be underutilized. Existing research on partnering is mostly limited to public projects such as mega roadway and bridge projects. Guided by the literature, the aim of this research is to understand and report barriers to project partnering in the United States from both vertical/horizontal and public/private construction sectors. Via a comprehensive literature review, followed by a Delphi survey of partnering experts, this study systematically classified barriers to project partnering. In study results, implementation barriers to partnering during project delivery are more frequently pronounced than the barriers to its adoption. Of the top reported barriers to project partnering, the majority are cultural; project team related barriers show the greatest area of potential for improvement; and contrary to the literature, none is legislative. The study contributes to the body of knowledge by drawing attention to project delivery and management practices in the AEC industry to improve team collaboration and chances of successful implementation and adoption of integrative practices.     

Partnering in the construction industry—Problems and opportunities

During recent years partnering has been on the top of the management agenda in the construction industry. Despite this attention there is limited and partly contradicting evidence of the impact of these efforts. The objective of this literature-based paper is to explore why it has been difficult to realise potential partnering benefits on the strategic level, while partnering in individual projects has improved construction performance. The analysis builds on a comparison of the features of business relationships in construction with the characteristics of so called ‘high-involvement relationships’ based on close cooperation. It is concluded that prevailing supply arrangements established to handle the particular conditions in the construction industry makes it unlikely for partnering to reach outside the individual project. Taking the step to strategic partnerships would require modification of some of the basic assumptions and norms of industry efficiency. On the basis of this analysis we explore potential consequences of modifications of current behaviour with respect to decentralisation and competitive tendering. The paper is finalised with a suggestion for a differentiated approach to partnering.     

Partnering模式中伙伴收益分配比例的确定

对工程项目采用合伙制(Partnering)模式带来的风险进行了分析。在此基础上,根据“风险分担,收益共享”的原则,确定了伙伴收益分配遵循的四条原则;并利用模糊综合评判法,给出确定收益分配比例的一个计算方法。     

The moderating effects of supplier portfolio characteristics on the competitive performance impacts of supplier-facing process capabilities

We draw on the interorganizational relationship management literature to examine how contextual characteristics of the supplier portfolio (portfolio concentration, relationship length, and supplier substitutability) moderate the impacts of process alignment and partnering flexibility – two of a firm's key supplier-facing process capabilities to manage supplier relationships – on a product line's competitive performance. Our analysis of survey data on a firm's supplier portfolio for a major product line indicates that the impacts of process alignment and partnering flexibility on competitive performance are moderated by the three supplier portfolio characteristics. Specifically, while concentrated relationship portfolios, long-term relationships, and supplier substitutability amplify the positive effect of process alignment on competitive performance, concentrated relationship portfolios and long-term relationships attenuate the competitive benefits that firms derive from partnering flexibility. While long-term relationships and concentrated supplier portfolios enhance the competitive benefits of process alignment, operations managers also need to recognize the detrimental effects of these supplier portfolio characteristics on the competitive benefits of partnering flexibility.