风险投资公司的评价研究:从项目的角度

基于目前风险投资市场上优秀项目占主导地位这一现状,从项目的角度,以充分识别自身优劣势为基础,建立一个包含风险投资公司背景、人才及管理支撑、资金支持、市场支持4个一级指标,15个二级指标的集合,运用模糊综合评价法,最终帮助项目筛选得到一个能优势互补的风险投资公司。通过案例分析证明,所提出的指标体系能较好地反映项目的需求,该方法对解决项目与风险投资公司之间匹配问题有较大实践意义。     

Antecedents and Consequences of User Coproduction in Information System Development Projects

Based on a coproduction concept highlighted by service‐dominant logic, this study attempts to understand the antecedents and consequences of user coproduction in information system development projects. As a key contribution, we posit that user coproduction is influenced by social capital between users and developers; we then postulate that user coproduction determines the project outcomes. Paired data collected from both user representatives and developers by using a survey approach was used to test proposed hypotheses. The results showed that user coproduction has a positively significant influence on project outcomes, and social capital between user representatives and developers is also associated with user coproduction.     

基建工程项目跟踪审计实践与思考

本文阐述了南昌印钞有限公司在基建工程跟踪审计管理实践中,对审计观念、组织模式、运行制度、工作流程的新探索;以某基建工程为例,介绍了其跟踪审计管理的实践与成效,并就如何更加高效地开展基建工程跟踪审计,提出有价值的思路与建议。     

Team leader experience in improvement teams: A social networks perspective

In this research, we disentangle the relationship between several key aspects of a team leader's experience and the likelihood of improvement project success. Using the lens of socio-technical systems, we argue that the effect of team leader experience derives from the social system as well as the technical system. The aspects of team leader experience we examine include team leader social capital (a part of the social system) and team leader experience leading projects of the same type (a part of the technical system).We examine four different, yet related, dimensions of a team leader's social capital, which we motivate based on the social networks literature. One dimension, team leader familiarity, suggests that social capital is created when team leaders have experience working with current team members on prior improvement projects, and that such social capital increases the likelihood of improvement project success. We develop three additional dimensions, using social network analysis (SNA), to capture the idea that the improvement team leader's social capital extends beyond the current team to include everyone the leader has previously worked with on improvement projects. Contrasting our SNA-based dimensions with team leader familiarity enables us to better understand the impact of a team leader's social capital both inside and beyond the team. We also examine the effect of a team leader's experience leading prior projects of the same type, and consider the extent to which organizational experience may moderate the impact of both team leader social capital and same-type project experience.Based on analysis of archival data of six sigma projects spanning six years from a Fortune 500 consumer products manufacturer, we find that two of our SNA-based dimensions of team leader social capital, as well as experience leading projects of the same type, increase the likelihood of project success. In addition, we show that organizational experience moderates the relationship between team leader same-type project experience and project success. However, this is not the case for the relationship between the dimensions of team leader social capital and project success. These results provide insights regarding how dimensions of team leader experience and organizational experience collectively impact the operational performance of improvement teams.     

基于物流理念的公路建设项目管理模式

基于物流理念的单项Partnering模式的建设项目供应链是一种从全局观点出发,以项目整体利益最大化为目标,体现双赢的规则及相互信任的合作精神,通过对信息流,物流,资金流的控制,以项目时间、成本、质量、范围、采购等各种项目专项管理的协调与整合为主要内容,将业主、设计方、施工方、物流公司等连成一个整体的模式。     

权衡理论下我国BOT项目资本结构对项目公司价值的影响

本文以权衡理论分析公司价值的模型为基础,通过分析项目融资中BOT方式的融资特点,着重考察我国BOT项目资本结构对项目公司价值的影响与改变项目公司资本结构的动因,提出了评估BOT项目公司在给定条件下估计项目公司价值的模型;通过对公司财务困境成本的分析判定当前我国BOT项目最优化结构在理论上的存在;归纳了我国BOT项目公司提前偿债的动机与对公司价值影响,证明在特定时期不能排除项目投资方与项目管理层之间存在委托-代理问题.     

企业互补性项目投资包资本预算模型研究

在企业前后期项目投资之间存在互补性关系时,可将具有互补性投资特点的前后期项目看作是一个投资包,构建投资包资本预算模型,从整体角度考察企业的投资决策。以净现值为决策指标,构造关联性项目未来收益现值的关联系数变量,假定该关联系数变量服从正态分布,给出互补性项目投资包的资本预算模型,以辅助企业进行多期互补性项目的投资决策。     

The contextualization of human resource and quality management: a sensemaking perspective on everybody's involvement

The principal idea of this paper is that human resource management (HRM) and quality management (QM) ideas require contextualization when used to change organizations. Here, contextualization stands for the process that leads to a shared meaning, i.e. the majority of the co-workers in an organization understand and define a concept or change in terms that are shared and accepted. In the present paper, we study a strategic change project, based on HRM and QM ideas, conducted at the County Council of Värmland (CCV), the public healthcare authority in the County of Värmland in Sweden, where the focus was on everybody's involvement. Our interpretation of the project shows that a shared meaning of the concept of everybody's involvement was not reached in this particular case, i.e. contextualization did not occur. One important result of the study is that contextualization is a prerequisite for realizing HRM and QM thoughts. The paper also stresses how important it is that general and ‘non-contextualized’ HRM and QM ideas are adapted to local practices when used to direct organizational change.     

风险投资多项目多阶段投资组合决策研究

针对多项目多阶段风险投资,以提高风险投资收益率、成功率和降低投资风险为目标,构建了多项目多阶段投资总体概念模型。在此基础上,利用马可维茨投资决策模型进行项目筛选,然后建立决策树和三级模糊评价模型对单个项目多阶段投资进行决策,得到了在风险资本投资总额一定的情况下的多项目投资组合、项目的投资比例以及单个项目多阶段的投资方式和资金比例。     

Project interface choice and knowledge creation: Evidence of international science cooperation in Taiwan

To heed the recent calls for more inquiries into the endogenous nature of governance decisions, this study aims to develop a comparative perspective on the performance implication of the project interface design in the context of international scientific cooperation. Using Heckman's two-stage model in a sample of 217 international scientific cooperation projects sponsored by the Taiwanese government, this study shows that project performance characterized by the collective knowledge creation is explained more by team competence and inter-team social capital than by the project interface choice per se. Furthermore, the knowledge co-creation performance is impaired in the presence of project interface misfit, either over- or under-guarding the knowledge exchange in science cooperation. The findings not only yield implications for managing international cooperation in scientific research but offer comparability and equivalency with the organization-level studies characterized by knowledge exchange/creation and governance difficulties.     

Trust or bust: Growth effects of knowledge,human and social capital revisited

Social capital consists of trust, collective values, and shared norms. It helps society to work efficiently and, hence, promotes knowledge accumulation and growth. This paper identifies the contribution of social capital to differences in total factor productivity among European subnational regions, but, unlike other studies, it focuses on the effects of interregional differences in social capital. To do so, the paper employs a spatial Durbin model of a social-capital extended Cobb-Douglas production function. Our results suggest that transfers of knowledge might be secondary to the presence of collectivism and human capital in knowledge-generating regions. Although knowledge can cross boundaries, an absence of skills and trust limits local growth capacity. Our estimations also suggest the presence of gravity effects emanating from social and human capital in which some regions lose against others nearby that have more abundant social and human capital.     

高速公路项目PPP模式的物有所值决策研究

为大力发展PPP模式在高速公路项目领域的应用,采用物有所值评价方法分析PPP模式在该类项目中是否适用是决策阶段不可或缺的部分。通过实地项目调研及文献研究,归纳总结高速公路PPP项目的政府与社会资本合作模式,确立相应的物有所值定性评价指标体系,采用模糊综合评价法进行定性评价,结合定性评价和定量评价论证高速公路PPP项目的可行性,选取ZN高速公路PPP项目为案例论证该项目的物有所值,为我国PPP项目建设的物有所值评价提供一定借鉴意义。     

The role of capital investment project teams in organisational learning

The management and organisation of capital projects in the British National Health Service (NHS) is dependent upon project teams. An analysis of four case studies shows how these teams also act as agents of learning for individuals and the organisation. This article considers the process by which learning came about. In particular it identifies the ability of the project teams to develop a parallel organisation within a wider organisational context. These teams develop specific rules, roles and relationships which help individual project team members to more effectively share their knowledge with others and their organisation.     

基于风险分担的BOT产品价格研究

BOT特许产品能否合理定价是确保项目成功的关键。目前对特许产品定价的研究尚不成熟,多以产品的经营成本为基础进行定价,很少考虑风险因素。即使考虑风险因素,由于BOT项目参与主体多,项目产生的风险应由参与各方分担等诸多因素的影响,使得结果产生较大偏差,这是导致我国BQT项目运作失败率高的一个重要原因。 文中建立了基于风险分担的BOT项目特许产品定价模型,它充分考虑了需求风险、供应风险、通货膨胀风险、利率风险、汇率风险对收益率的影响以至于对价格的影响;创新点在于,区分了不同风险对不同BOT项目中的影响程度,并以此为基础,对产品价格的确定进行了探索。     

多投资主体建设项目经济评价中的风险NPV法

建设项目往往投资大，回收期长，具有极大的财务和市场风险。随着建设项目投资主体多元化和融资渠道多样化的越来越多出现，传统的建设项目经济评价方法已不能满足实际的需要，对这些项目的经济评价需要一种综合风险因素的有效方法，NPV法作为一种动态评价方法，长期以来广泛应用于建设项目的经济评价，基于这种方法，并结合加权平均资本成本法和蒙特卡罗模拟，提出了一种风险NPV法。     

Shared leadership in enterprise resource planning and human resource management system implementation

Human resource management systems (HRMS) integrate human resource processes and an organization's information systems. An HRMS frequently represents one of the modules of an enterprise resource planning system (ERP). ERPs are information systems that manage the business and consist of integrated software applications such customer relations and supply chain management, manufacturing, finance and human resources. ERP implementation projects frequently have high failure rates; although research has investigated a number of factors for success and failure rates, limited attention has been directed toward the implementation teams, and how to make these more effective. In this paper we argue that shared leadership represents an appropriate approach to improving the functioning of ERP implementation teams. Shared leadership represents a form of team leadership where the team members, rather than only a single team leader, engage in leadership behaviors. While shared leadership has received increased research attention during the past decade, it has not been applied to ERP implementation teams and therefore that is the purpose of this article. Toward this end, we describe issues related to ERP and HRMS implementation, teams, and the concept of shared leadership, review theoretical and empirical literature, present an integrative framework, and describe the application of shared leadership to ERP and HRMS implementation.     

施工企业单项工程成本控制

本文围绕防范风险、提高效益,对单项工程项目策划、实施准备、工程实施、结算支付四个业务阶段成本控制流程进行了探讨,通过整合工程项目、业务外包、采购业务、合同管理、资产管理、资金活动等六个主要业务领域,构建单项工程成本控制框架体系。     

Project success and project team management: Evidence from capital projects in the process industries

Efficient project execution is a key business objective in many domains and particularly so for capital projects in the process industries, but existing project management research gives little direction about how project team factors influence three important capital project outcomes: cost, schedule, and operability. After an extensive cross-disciplinary review of the general team and project management literatures, we constructed and tested a theoretically based, five-dimensional model of organizational context, project team design, project team leadership, project team processes, and project outcome factors. We examined the model by means of an empirical study of 56 newly completed capital projects executed by 15 Fortune 500 companies in the process industries. The results indicate the value of disaggregating project outcomes for research purposes. Different bundles of project team factors were found to drive project cost, schedule, and operability. Project team efficacy, cross-functional project teams, autonomous project team structure, and virtual office usage were the strongest predictors of project cost effectiveness. Continuity of project leadership, cross-functional project teams, and project manager incentives were the strongest predictors of project construction schedule. In contrast, clear project goals and an office design to facilitate effective communication were the main predictors of plant operability. Implications of these findings for researchers and project practitioners are discussed. One major practical implication of our findings is that project managers need to clearly focus and prioritize their goals for each project so they can adopt the appropriate bundles of project team practices that will facilitate their goal achievement.     

人力资本概念产生的分析

人力资本概念自从20世纪60年代由西奥多.舒尔茨正式提出以来,在经济学界受到了广泛的关注。按照英国著名经济思想史学家马克.布劳格的说法,"在鲍曼确切地把人力资本的概念的提出称为20世纪60年代的‘经济思想上的人力投资革命’以前,把在诸如保健和教育这样的社会服务上的支出当作与在物质资本上的投资一样的投资,是一件非同寻常的事情。"人力资本概念的提出无可厚非是观念上的创新与突破,但是在面对这种创新与突破的同时,许多的学者似乎误入歧途,仅仅对人力资本的概念做表面上的理解,脱离了它产生的社会背景、技术背景和理论背景。许多人置资本的内在规定性于不顾,牵强地对人力资本下定义。在这样的视角下,不仅工业时代有人力资本,就连远古时期也存在人力资本。文章希望通过从人力资本概念产生的角度分析人力资本概念的内涵,从而真正解释什么才真正属于人力资本的范畴。     

How project management office leaders facilitate cross‐project learning and continuous improvement

The purpose of this study is to shed light on how project management office (PMO) leaders facilitate cross‐project learning and continuous improvement. Twenty leaders of PMOs were interviewed; findings were validated by two focus groups. The research reveals that PMO leaders facilitate cross‐project improvement by embedding accumulated knowledge from past project experiences into project management routines that are utilized across multiple projects. The research also points to the phenomenon of “red light learning,” where lessons learned sessions can be enculturated as punitive, undermining individual and organizational learning. Recommendations focus on enhancing the social capital of the PMO leader and improving the quality and quantity of reflective practice over the course of the project life cycle.