本文關(guān)鍵詞： 對(duì)外投資能源項(xiàng)目 母公司 管理控制 影響因素　出處：《天津大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著能源戰(zhàn)略的調(diào)整,世界各主要能源消費(fèi)國(guó)紛紛把眼光投向海外,能源爭(zhēng)奪愈演愈烈。在這一全球局勢(shì)影響下,中國(guó)的能源企業(yè)紛紛走出國(guó)門,積極拓展海外市場(chǎng),成立海外項(xiàng)目公司進(jìn)行能源項(xiàng)目的建設(shè)。而由于信息不對(duì)稱、環(huán)境不確定性大等問題,中方母公司無(wú)法實(shí)現(xiàn)對(duì)海外項(xiàng)目公司的有效管理,出現(xiàn)了許多失敗的案例。因此,從中方母公司角度出發(fā),研究如何對(duì)海外能源項(xiàng)目進(jìn)行治理就顯得尤為必要。本文從縱向治理的角度出發(fā),研究中方母公司的管理控制模式以及影響管理控制模式選擇的因素,從而避免海外項(xiàng)目公司的機(jī)會(huì)主義行為,實(shí)現(xiàn)中方母公司對(duì)海外項(xiàng)目公司的有效管控,達(dá)成良好的項(xiàng)目績(jī)效。在現(xiàn)有研究成果中,學(xué)者們主要對(duì)制造業(yè)跨國(guó)公司母公司管理控制進(jìn)行了研究和探索,分析了管理控制模式的分類以及與績(jī)效的關(guān)系等,也有學(xué)者研究了在工程業(yè)中國(guó)際合資公司的管理控制與績(jī)效間的關(guān)系,但尚沒有很好的回答母公司對(duì)海外項(xiàng)目公司的管理控制的模式以及哪些因素影響了管理控制模式的選擇。本研究通過對(duì)大型能源投資項(xiàng)目建設(shè)過程進(jìn)行深入的案例研究,首先將母公司管理控制分為正式控制機(jī)制及非正式控制機(jī)制,正式控制機(jī)制包括目標(biāo)控制及過程控制,非正式控制機(jī)制包括社會(huì)控制,并分別對(duì)三種控制模式進(jìn)行了定義。其次,建立了母公司管理控制模式選擇影響因素分析框架,從母公司層面因素,項(xiàng)目層面因素,環(huán)境層面因素三個(gè)角度出發(fā),分析了其對(duì)母公司控制模式,尤其是正式控制機(jī)制選擇的影響。研究結(jié)果表明,當(dāng)海外項(xiàng)目環(huán)境不確定性及文化差異性大,母公司占有少數(shù)股權(quán)或?qū)Φ裙蓹?quán),對(duì)項(xiàng)目資源貢獻(xiàn)高,與外方母公司間目標(biāo)一致性低,項(xiàng)目對(duì)母公司重要程度高且項(xiàng)目復(fù)雜時(shí),母公司傾向于在項(xiàng)目前期、招標(biāo)采購(gòu)階段采用嚴(yán)格的過程控制方式對(duì)海外項(xiàng)目公司活動(dòng)進(jìn)行管理,且控制重點(diǎn)為投資、進(jìn)度、質(zhì)量等影響海外項(xiàng)目績(jī)效衡量的項(xiàng)目管理活動(dòng)。
[Abstract]:With the adjustment of the energy strategy, the major energy consuming countries in the world have turned their eyes overseas one after another and the energy competition has intensified. Under the influence of this global situation, Chinese energy enterprises have one after another gone abroad to actively expand overseas markets. The establishment of an overseas project company for the construction of an energy project. Due to the problems of information asymmetry and environmental uncertainty, the Chinese parent company is unable to achieve effective management of the overseas project company, and there have been many cases of failure. From the perspective of the Chinese parent company, it is particularly necessary to study how to manage the overseas energy projects. From the perspective of vertical governance, this paper studies the management and control mode of the Chinese parent company and the factors that affect the choice of the management control mode. Thus avoiding the opportunistic behavior of the overseas project company, realizing the effective control of the overseas project company by the Chinese parent company, and achieving good project performance. Scholars have mainly studied and explored the management control of the parent company of the manufacturing multinational corporation, analyzed the classification of the management control mode and the relationship between the management control mode and the performance, etc. Some scholars have also studied the relationship between management control and performance of international joint ventures in the engineering industry. However, there is no good answer to the management control model of the parent company to the overseas project company and what factors influence the choice of the management control mode. This study carries on the in-depth case study to the large-scale energy investment project construction process. First of all, the management control of parent company is divided into formal control mechanism and informal control mechanism. The formal control mechanism includes goal control and process control, and informal control mechanism includes social control. Secondly, the analysis framework of influencing factors of parent company management control mode selection is established, which starts from three angles: parent company factor, project factor, environment factor, etc. This paper analyzes its influence on the control mode of the parent company, especially on the choice of formal control mechanism. The results show that when the environmental uncertainty and cultural differences of overseas projects are great, the parent company holds minority or equivalent shares. When the project has high resource contribution and low consistency with the foreign parent company, and the project is important to the parent company and the project is complex, the parent company tends to be in the early stage of the project. In the bidding and purchasing stage, strict process control is adopted to manage the activities of overseas project companies, and the control focuses on investment, progress, quality and other project management activities that affect the performance measurement of overseas projects.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.2;F125

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相關(guān)期刊論文 前2條

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本文編號(hào)：1502560