Managing Project Risk at the Enterprise Level: Exploratory Case Studies in China

Managing Project Risk at the Enterprise Level: Exploratory Case Studies in China
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企业层面的项目风险管理:中国探索性案例研究

DOI:
10.1061/(asce)co.1943-7862.0000717
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发表时间:
2013-03
期刊:
Journal of Construction Engineering and Management-ASCE
影响因子:
--
通讯作者:
Wei Gong
Wei Gong
中科院分区:
其他
文献类型:
--
作者:
Jun Ying Liu;Patrick X. W. Zou;Wei Gong

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摘要风险管理是建设项目管理的重要组成部分。以往对建设项目风险管理的研究大多集中在项目层面,而不是企业层面。本研究的目的是探讨企业级风险管理(ERM)在PRM中的作用。采用案例研究的方法,在两个不同的风险管理实践和绩效的中国国际建筑公司进行了调查。数据是从面对面的访谈和档案文件中收集的。研究结果表明,企业风险管理可以通过从企业层面控制项目风险来提高项目风险管理的能力和绩效,而企业风险管理的四个关键要素是风险管理部门、风险管理程序、外部服务和企业文化。高级管理人员和学者都将发现这项研究是有用的,因为它提高了对机构风险管理如何影响机构风险管理的理解,以期促进进一步的研究。
AbstractRisk management is a critical part of construction project management. Most previous studies on construction project risk management (PRM) have focused on the project level rather than the enterprise level. The objective of this study is to explore the role that enterprise-level risk management (ERM) plays in PRM. A case study approach was adopted in which two Chinese international construction firms with different risk management practices and performance were investigated. Data were collected from face-to-face interviews and archival documents. The results indicate that ERM can improve the ability and performance of PRM through controlling project risk at the enterprise level, which is based on four key components: risk management department, risk management procedure, external service, and corporate culture. Both senior management and academics will find the study useful because it improves the understanding of how ERM can influence PRM, with a view to stimulating further research.
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