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论文编号：	8415
作者编号：	2120142503
上传时间：	2016/6/11 10:07:13
中文题目：	“联盟组合+项目组合”走出去模式的联盟绩效研究
英文题目：	Study on the Alliance Performance in the Going out Pattern of “Alliance Portfolio + Project Portfolio”
指导老师：	焦媛媛
中文关键字：	联盟组合；项目组合；走出去；焦点企业的联盟组合管理能力；联盟绩效
英文关键字：	Alliance Portfolio;Project Portfolio; Going out；Alliance portfolio management capability; Alliance performance
中文摘要：	在新常态经济形势地推动下,我国政府积极推行“一带一路”和“国际产能合作” 战略计划，鼓励国内企业实行“走出去”战略。 “走出去”的基础设施企业开始探索并使用一种新方法，由“单打独斗”的形式向联盟组合的方式转变。而在海外市场上以“散兵游勇” 的零散方式投资一个或几个项目的模式逐渐显现出颓败之势，一些基础设施企业在走出去的进程中选择在联盟组合的基础上对多个项目进行组合、实施和管理，形成了“联盟组合+项目组合”模式。因此，“联盟组合+项目组合”模式显现出的高绩效以及如何挖掘其价值潜力的研究具有重要的现实意义。 本文针对我国基础设施企业探讨其在“走出去”的进程中如何形成并合理运用高效联盟组合+项目组合模式以达到高联盟绩效。首先，本文借鉴和融合“走出去”战略理论、项目组合理论、联盟组合理论，从以下三个方面进行“联盟组合+项目组合”模式的梳理和分析：组合要素，包含联盟组合要素和项目组合要素；焦点企业的联盟组合管理能力；联盟绩效，即创造?提升和分享项目间交互效应带来的价值?并在识别和建立三大子联盟组合要素和项目组合要素、联盟管理能力和联盟绩效的理论框架和概念模型的基础上，提出各组合要素对联盟管理能力提升和联盟管理能力对联盟绩效提升的相关关系的假设，探讨了联盟配置中三大子联盟组合要素和项目组合要素通过联盟管理能力的中介作用对联盟绩效产生影响。利用调查问卷得来的样本数据，采用相关性分析和回归性分析的方法，得出了符合现实的三大子联盟组合要素和项目要素对联盟绩效的影响关系和作用机制。 综上所述，本文尝试从项目管理的视角，阐述焦点企业在三大子联盟组合构建的影响要素以及项目组合的影响要素，指出三大子联盟组合要素和项目组合要素通过联盟管理能力的中介作用对联盟绩效产生影响。最后，针对现阶段的“三期叠加压力”，本文对我国企业运用“联盟组合+项目组合”过程中存在的盲区提出参考建议，对突围战略进行分析，丰富了企业“走出去”战略、联盟组合和项目组合的研究。
英文摘要：	At present, in the situation of New Normal economy, Chinese government carries out “one belt and one road Initiative” strategy and “international capability cooperation” program to encourage “going out” strategy for internal enterprises. The infrastructure enterprises of “going out” start to explore and use a new method, namely the transformation from fighting alone to alliance portfolio. In addition, the model that invests in one or several projects loosely gradually appears downfallen. Therefore, many infrastructure enterprises begin to combine, implement and manage among a few projects on the basis of alliance portfolio and have formed the “going out” model of alliance portfolio plus project portfolio. The model of “alliance portfolio plus project portfolio” is really not imaginary high performance and it serves as a major task that conducting the performance research to excavate its value potential. Therefore, this thesis studies how our infrastructure enterprises form and manage effective “alliance portfolio plus project portfolio” model and achieve effective alliance performance on the process of “going out”. First of all, through the reference and combination of “going out” strategic theory, project portfolio theory, alliance portfolio theory, this thesis conducts tease and analyze on “alliance portfolio plus project portfolio” model from three following aspects: portfolio factors, the managing capability of alliance portfolio and alliance performance. Portfolio factors include alliance portfolio factors and project portfolio factors, namely constructing and collocating three big subsidiary alliances: the subsidiary alliance of fund provider, the subsidiary alliance of project provider and the subsidiary alliance of project implementation. Core enterprises will conduct combination among members and businesses in alliance portfolio, and they will simultaneously invest in several overseas projects. And the managing capability of alliance portfolio refers to the capability of combination and managing these projects. Alliance performance means creating, promoting and sharing the value form the interaction among projects. And on the basis of recognizing and building three big subsidiary alliances portfolio factors and project portfolio factors, the theoretical framework and concept model of alliance managing capability and alliance performance, enterprises will put forward positive-oriented relative hypothesis about the promotion of alliance managing capability through portfolio factors and about the promotion of alliance performance through alliance managing capability. In the model, this thesis discusses, in alliance collocation, the portfolio factors of three big subsidiary alliances and project portfolio factors will have an effect on alliance performance through the intermediation of alliance managing capability. And this thesis conducts practical evidence analysis, adopts reliability analysis, validity analysis, correlation analysis as well as recursion analysis according to the sample statistics from questionnaires. It also examines concept and relationship hypothesis, conducts discussion and state about the result and finally obtain the conclusion about the influence relationship and action mechanism between three big subsidiary alliances portfolio factors and project factors and alliance performance. In conclusion, in the view of project management, this thesis creatively puts forward the connotation of three big subsidiary alliances as relative beneficial persons in “alliance portfolio plus project portfolio” model, states the influence factors of core enterprises in the combination and construction of three big subsidiary alliances systematically and comprehensively, indicates that three big subsidiary alliances portfolio factors and project portfolio factors can make difference to alliance performance through the intermediation of alliance managing capability. Finally, according to actual situation, this thesis puts forward referenced suggestions about the fade zone of “alliance portfolio plus project portfolio” model in our strategy of “going out” aiming at current pressure of three major trends, analyzes breakthrough strategy and enriches the “going out” strategy of enterprises and the research of alliance portfolio and project portfolio.
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