工程项目承包商多层次利益分配与激励机制

针对工程项目业主、承包商、分包商所形成的多层次管理系统,通过参与方之间的利益分配函数,基于多阶段博弈理论构建工程项目多层次激励协调模型.假设所有承包商风险中性且愿意为获得更多利益而付出努力,以承包商和分包商的利润为约束条件,形成合作关系.结果表明:承包商的努力协调程度与协调成本有关,与其固定成本无关;利益分配系数大小不仅取决于承包商努力协调效率,还与其他参与者的努力协调效率有关;承包商在增强自身管理能力时,还要与其他参与方协调,避免其他参与方搭便车而降低项目管理总体绩效.     

Analysis of Top Chinese Contractors’ Developmental Tracks and Evaluation of Their Strategic Selection of International Construction Markets

The past decade has witnessed a rapid development of the international construction market. This research aims to investigate top Chinese contractors＇ developmental tracks and evaluate their strategic selection of international construction markets over the period from 2001 to 2006, based on the modified Boston Consulting Group Matrix （BCG）. Results from 2001 to 2005 indicate that Asia and Africa, which were ＂question marks＂ markets for top Chinese contractors （abbreviated as TCCs） , have the most potential to become ＂stars＂ markets; other question marks markets such as the Middle East and Europe are found not to be of potential; ＂dogs＂ markets such as the U. S. , Canada and Latin America should be relinquished progressively unless there is renewed growth opportunity over the next two years. Compared to developmental tracks of top contractors from some advanced countries, TCCs＇ investment and development strategy in Africa seems to be sustainable and intensive ; TCCs＇ exit strategy for the Middle East appears deter- mined and swift, while their strategy in Asia seems to be lacking in persistence. Furthermore, the data of 2006 indicates that TCCs improve their performance in Asia and Africa, and Africa has become a ＂stars＂ market for TCCs. This research sheds important lights and insights into the prevailing process of internationalization of TCCs and provides a strategic direction for their selection of international construction market. What is more, this research is also valuable to other Chinese contractors who are seeking the opportunity to enter the international construction markets.