国际工程项目风险管理案例分析

在国际工程项目中，风险管理的重点是成本、进度、质量、健康／安全／环境（HSE）和资源供应等风险。本文重点介绍成本超支和工期延误风险的管理，并结合案例进行分析。     

中国第一个LNG项目的运行与天然气利用——“2008年第三届中国LNG国际会议”综述

2008年1月15-17日,由广东油气商会主办,广东大鹏液化天然气有限公司和深圳燃气集团股份有限公司协办的“2008年第三届中国LNG国际会议”,在中国第一个LNG项目所在地——深圳市召开。本次会议吸引了300多位业内外人士参与。在他们当中,既有来自相关政府部门、企业的领导和专家     

价值分析在国际招标评标方法上的应用研究

我国机电产品的国际招标目前仍然袭用以价格为主导的评标方法,不能体现业主对投标商的全面要求,难以帮助业主提高进口效益.应用价值分析,重构以价格、产品质量、商务能力、服务能力和厂商实力为准则的指标体系,细化单项指标评判标准,提出单位中标价值的综合评判标准,使得评标方法的价值得以提升.     

P3e／c项目管理软件成新宠——在广东惠州LNG电厂安装工程的应用

广东惠州大亚湾LNG电厂安装工程是省重点工程,为广东省经济建设提供一个环保、洁净型的发电厂。一期工程是新建3台350MW燃气—蒸汽联合循环机组,工期为23个月。这个工程工期短,地形、气候复杂,涉及单位多,况且大型工程常常面临着诸如设备供货不及时、图纸交付不齐及土建基础交安不及时等各种因素,使得我们不得不经常根据这些不确定因素对项目施工进度计划、施工资源计划进行调整,如,采用传统的管理方法不但费时费力,工作效率低,而且难于驾驭这种大型、复杂的施工局面。因而我们不仅要充分利用现代计算机网络信息技术,更要掌握并应用先进的…     

服务型制造项目治理的影响机理研究——基于扎根理论的探索性案例分析

随着信息化的发展和产业竞争的不断加剧,服务型制造业已经成为我国制造业转型升级的必由之路。本文将采用以扎根理论为核心的多案例研究方法,试图通过实践探索归纳出有关服务型制造项目治理影响机理的理论模型。研究得出：（1）影响服务型制造项目治理的因素主要来自于项目利益相关者和项目相关的保障因素两方面,其中项目利益相容性、信任水平和合作强度影响着服务型制造项目的关系治理;项目实施和项目合作环以及项目绩效3个因素直接影响项目保障因素;（2）针对利益相关关系和项目保障两大因素的影响,提出综合关系治理和项目环境保障协同治理的解决方案,构建服务型制造项目治理影响机理图;（3）基于服务型制造项目治理影响机理,提出了搭建公共信息平台、建立合作共赢理念、建立科学预警机制和冲突变动以及建立信用评价体系等措施。     

来自多米尼加的第一桶金——非建交国家工程实施案例分析

由于种种历史原因,目前我国和一部分国家还未建交,但是这并未阻挡经济合作的脚步。本文总结了非建交国家工程项目在人员签证、施工许可、当地公司注册以及财务、税务、施工环境的改善等方面的问题,并提供了相应解决办法。     

Ordered to Innovate: A Longitudinal Examination of the Early Periods of a New Product Development Process Implementation in a Manufacturing Firm

Firms can generate rather long‐lasting growth spurts through continuous innovation. Moreover, literature suggests that, when growing organically, firm performance is enhanced through a revenue expansion emphasis encompassing new‐to‐the‐world or new‐to‐the‐firm physical goods or service augmentations. This organic approach usually outperforms cost‐reduction programs, which often yield minor improvements to existing products; or an emphasis on simultaneous revenue expansion and cost reduction. While this finding has the major implication that firms should focus and generate more radical new products for long‐term success, there is need for research that investigates how firms should implement the strategy change to organic growth via innovation. The authors present a case study, which suggests that in the short run, it might be better to commence a revenue expansion strategy by focusing on incremental new product development (NPD) efforts, rather than focusing too much on new‐to‐the‐world or new‐to‐the‐firm products. Moreover, analyses of the rich, multimethod data, collected over a two‐and‐a‐half‐year interaction with the focal firm, illustrates that to increase success prospects of an organic innovation strategy, managers should not only engage incrementally innovative new product projects initially, but also ensure proficiency in commercializing the new product with cross‐functional NPD teams. Thus, in early stages of organization transformation, the merits of the organic growth strategy will be swiftly demonstrated, the cross‐functional teaming skills are learned and tested, and the new strategy becomes institutionalized. While somewhat contradictory to other studies on this topic, this more evolutionary exploration provides a new perspective for organizational change, especially when a firm is ordered to innovate. In conclusion, the insights gleaned in this study shed light on the journey from stagnating firm to a successful serial innovator via formalized NPD process implementation.     

How Individuals Engage in the Absorption of New External Knowledge: A Process Model of Absorptive Capacity

This paper offers a process model of how individuals engage in the absorption of new external knowledge. Data collection is centered on the experiences of knowledge workers in recognizing, assimilating, and applying external knowledge. The process model delineates how individuals engage in the absorptive capacity (AC) process through: (1) valuing knowledge potential by assessing the motivation to assimilate knowledge and by evaluating technological feasibility, which together constitute the recognition of value; (2) corroborating knowledge value by ensuring legitimacy and demonstrating a shared understanding of the business value in achieving knowledge assimilation; and (3) championing knowledge integration by lobbying for support and securing resources in order to integrate and apply the knowledge within the organization, ultimately ensuring that knowledge is exploited. The process model clarifies how an individual’s proficiency in external knowledge absorption activities can result in three possible outcomes: knowledge is exploited, knowledge is terminated, or knowledge gets “stuck” in limbo. These findings contribute to the AC literature by underscoring the pivotal role of individual engagements in recognition, assimilation, and application of external knowledge and add new elements and a process perspective to the understanding of the path from potential to realized AC. The paper also provides insights into how individuals and firms can better manage knowledge absorption in practice.