本文選題：房地產(chǎn)開發(fā)企業(yè)　切入點：項目管理層　出處：《西南交通大學(xué)》2013年博士論文　論文類型：學(xué)位論文

【摘要】：近年來,經(jīng)不起市場考驗的房地產(chǎn)開發(fā)企業(yè)的經(jīng)濟(jì)效益大幅下滑,根本問題集中于項目管理層執(zhí)行力方面。令人遺憾的是房地產(chǎn)開發(fā)企業(yè)缺乏比較系統(tǒng)化的項目管理層執(zhí)行力結(jié)構(gòu)體系,原因在于對項目管理層所具有的執(zhí)行要素缺少客觀的綜合分析,弱化了項目管理層執(zhí)行力,導(dǎo)致項目績效目標(biāo)難以順利實現(xiàn)。目前,對于房地產(chǎn)開發(fā)企業(yè)項目管理層執(zhí)行力的理論研究還是一個全新的領(lǐng)域,逐漸成為一個熱門的研究方向,國內(nèi)外學(xué)術(shù)界關(guān)于這方面的實證研究很是缺乏,特別是系統(tǒng)化地深入研究。 關(guān)于系統(tǒng)化地研究房地產(chǎn)開發(fā)企業(yè)項目管理層執(zhí)行力問題還是一個全新的視角,國內(nèi)鮮見綜合考量從房地產(chǎn)開發(fā)企業(yè)項目管理層組建時招聘執(zhí)行力強(qiáng)的人員、項目建設(shè)過程中評判項目管理層執(zhí)行力強(qiáng)弱到項目管理層執(zhí)行力各維度對項目績效影響的系統(tǒng)化研究。本研究理論價值在于能夠從房地產(chǎn)開發(fā)企業(yè)項目管理層執(zhí)行力的角度來提高項目績效的策略提供理論支撐,為房地產(chǎn)開發(fā)企業(yè)完善項目人力資源管理模塊提供理論依據(jù),有利于豐富房地產(chǎn)開發(fā)企業(yè)項目人力資源管理理論；實踐意義在于構(gòu)建切實可行的房地產(chǎn)開發(fā)企業(yè)項目管理層執(zhí)行力結(jié)構(gòu)體系以及挖掘其對項目績效產(chǎn)生影響的成果可以應(yīng)用于實踐,為房地產(chǎn)開發(fā)企業(yè)項目管理層提升有關(guān)執(zhí)行力各維度的相關(guān)能力起到指導(dǎo)作用,提高企業(yè)市場競爭力和經(jīng)濟(jì)效益。 本研究內(nèi)容是根據(jù)筆者在房地產(chǎn)開發(fā)企業(yè)從事項目管理工作的實踐,核心內(nèi)容是將房地產(chǎn)開發(fā)企業(yè)項目管理層執(zhí)行力的5個維度與項目任務(wù)績效和關(guān)系績效等潛變量納入一個模型中,通過對中國9家房地產(chǎn)開發(fā)企業(yè)分布在國內(nèi)各個城市的項目管理層進(jìn)行市場調(diào)查,共收集有效問卷270份,采用有關(guān)統(tǒng)計分析軟件如SPSS11.5和LISREL8.70,數(shù)據(jù)分析表明測量問卷的同質(zhì)信度和結(jié)構(gòu)效度均取得了較好的效果,結(jié)構(gòu)模型擬合觀測數(shù)據(jù)的各指標(biāo)均滿足要求。 綜上所述,研究結(jié)論如下： (1)開發(fā)了《房地產(chǎn)開發(fā)企業(yè)項目管理層執(zhí)行力正式調(diào)查問卷》、《房地產(chǎn)開發(fā)企業(yè)項目績效正式調(diào)查問卷》。這兩個量表的完成有利于構(gòu)建切實可行的房地產(chǎn)開發(fā)企業(yè)項目管理層執(zhí)行力結(jié)構(gòu)體系,以及該體系與項目績效的影響關(guān)系研究奠定了基礎(chǔ)性作用。 (2)揭示了房地產(chǎn)開發(fā)企業(yè)項目管理層執(zhí)行力具有五維度結(jié)構(gòu),即領(lǐng)悟能力、計劃能力、指揮能力、督導(dǎo)能力和創(chuàng)新能力。 (3)研究表明房地產(chǎn)開發(fā)企業(yè)制定不低于市場均衡價格且低于項目管理人員自身的評價價格,并經(jīng)過第二輪的提高薪酬,原來主動放棄的乙方重新被選聘的規(guī)則能夠較好地選擇到執(zhí)行能力較強(qiáng)的項目管理層人員；另外,經(jīng)過研究表明,項目管理人員的執(zhí)行能力越高,項目管理人員選擇受懲罰水平也越高,項目經(jīng)理可以通過觀測項目管理層人員選擇高的懲罰水平來判斷其執(zhí)行能力也高,進(jìn)而判斷出該項目管理層人員的自身價值也高。 (4)揭示了房地產(chǎn)開發(fā)企業(yè)項目管理層執(zhí)行力五個維度對項目績效的影響程度存在差異。房地產(chǎn)開發(fā)企業(yè)項目管理層執(zhí)行力中的計劃能力對項目任務(wù)績效影響最大,而指揮能力和督導(dǎo)能力對項目任務(wù)績效影響不顯著。另外,計劃能力、指揮能力和督導(dǎo)能力均對項目關(guān)系績效產(chǎn)生積極的正向影響,而指揮能力對項目關(guān)系績效影響最大,而領(lǐng)悟能力和創(chuàng)新能力對項目關(guān)系績效的影響不顯著。 (5)研究表明房地產(chǎn)開發(fā)企業(yè)項目管理層的指揮能力對項目任務(wù)績效的影響是以項目關(guān)系績效為中介產(chǎn)生作用的；房地產(chǎn)開發(fā)企業(yè)項目管理層的督導(dǎo)能力對項目任務(wù)績效不存在直接顯著影響,而是通過項目關(guān)系績效對項目任務(wù)績效產(chǎn)生顯著正相關(guān)影響。房地產(chǎn)開發(fā)企業(yè)項目關(guān)系績效對項目任務(wù)績效具有顯著正相關(guān)的影響。 基于上述研究成果,給出了基于全面執(zhí)行力管理思想來提升項目管理層執(zhí)行力,以及基于執(zhí)行力來提高項目整體績效的政策建議。
[Abstract]:In recent years, the market test of the real estate development enterprise's economic benefits fell sharply, the fundamental problem of centralized execution in project management. Unfortunately the lack of real estate development enterprise project management systematic execution structure, reason lies in the implementation of the project management, the lack of comprehensive objective analysis, the weakening of the project management of the executive power, resulting in the project performance difficult to realize. At present, the theoretical study of the real estate development enterprise project management execution is still a new field, has gradually become a hot research direction, the empirical research about this aspect is the lack of academic circles at home and abroad in particular, the research into the system.
A systematic study on the real estate development enterprise project management execution problem or a new perspective, a comprehensive consideration of domestic rare form from the real estate development enterprise project management personnel recruitment and strong execution, implementation force to the project management execution system of the various dimensions of the project performance evaluation project the management of the project construction process. The theoretical value is the execution of real estate development enterprise from the project management point of view to improve project performance strategy to provide theoretical support, provide a theoretical basis for the real estate development enterprises through human resources management module of good projects, enrich the theory of human resources management of enterprises engaged in real estate development projects; the practical significance lies in the construction of feasible real estate development enterprise project management execution system and the structure of mining on project performance The results can be applied to practice, and play a guiding role in improving the related capabilities of all dimensions of the executive force for the real estate development enterprises, so as to improve the market competitiveness and economic benefits of enterprises.
The content of this study is based on the practice of the author engaged in project management in the real estate development enterprises, the core content is the real estate development enterprise project management execution of the project and the 5 dimensions of task performance and contextual performance variables into a model, based on Chinese 9 real estate development enterprises in the project management each layer of city domestic market survey, 270 valid questionnaires were collected, using statistical analysis software such as SPSS11.5 and LISREL8.70, the data analysis shows that the reliability and structure validity questionnaire have achieved good results, the index structure model fit the observed data can meet the requirements.
To sum up, the conclusions are as follows:
(1) the development of the "real estate development enterprise project management execution and formal questionnaire >, < project of real estate development enterprise performance. The formal questionnaire of the two questionnaires completed is conducive to building a viable real estate development enterprise project management execution system, laid the foundation of the study on the effect of the relationship and the system and the performance of the project.
(2) it reveals that the executive power of the project management layer of real estate development enterprise has five dimension structure, namely comprehension ability, planning ability, command ability, supervision ability and innovation ability.
(3) study shows that real estate development enterprises to make evaluation of not less than the market equilibrium price and lower than the project management personnel own price, and after second rounds of wages, the original party take the initiative to give up the re hiring rules can choose to implement strong abilities of project management personnel; in addition, the study showed that the project management personnel to carry out the higher ability, project management personnel punished higher levels, the project manager can through the observation project management personnel to choose high punishment level to judge their executive ability is high, and then determine the project management personnel's value is high.
(4) reveals the real estate development enterprise project management execution and influence are the five dimensions of the project performance difference. The real estate development enterprise project management execution plan in the capacity of the largest impact on project performance, but not significantly affect the ability to command and supervision capability of project task performance. In addition, plan ability, command and supervision capability have positive effects on the relationship between project performance, and the ability to command on the project performance impact, but not significantly affect the understanding ability and the innovation ability of the project performance.
(5) studies show that the impact of real estate development enterprise project management's ability to command project task performance is to project performance as the intermediary effect; real estate development enterprise project management supervision ability does not have a direct effect on task performance, but through the project performance has a significant positive impact on related projects the task performance. The project of real estate development enterprise performance has significant positive impacts on the project performance.
Based on the above research results, we give a policy suggestion based on the comprehensive execution management idea to improve the executive ability of project management and improve the overall performance of the project based on execution.

【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：博士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F299.233.4

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 王明輝,凌文輇;執(zhí)行力對現(xiàn)代企業(yè)管理理論和實踐的啟示[J];商業(yè)研究;2005年11期

2 李文強(qiáng);汪波;;虛擬企業(yè)戰(zhàn)略執(zhí)行力構(gòu)成要素的實證研究[J];財經(jīng)理論與實踐;2012年01期

3 李旭陽;鄭光豹;;模糊綜合評判法在企業(yè)執(zhí)行力評價中的應(yīng)用[J];重慶工學(xué)院學(xué)報(社會科學(xué)版);2007年07期

4 才金正,楊錫懷;企業(yè)執(zhí)行力與戰(zhàn)略實施[J];東北大學(xué)學(xué)報(社會科學(xué)版);2005年04期

5 李海艦;原磊;;企業(yè)永續(xù)發(fā)展的制度安排[J];中國工業(yè)經(jīng)濟(jì);2005年12期

6 徐萬里;孫海法;王志偉;錢錫紅;;中國企業(yè)戰(zhàn)略執(zhí)行力維度結(jié)構(gòu)及測量[J];中國工業(yè)經(jīng)濟(jì);2008年10期

7 陳國權(quán),馬萌;組織學(xué)習(xí)評價方法和學(xué)習(xí)工具的研究及在30家民營企業(yè)的應(yīng)用[J];管理工程學(xué)報;2002年01期

8 陳傳明;企業(yè)戰(zhàn)略調(diào)整的路徑依賴特征及其超越[J];管理世界;2002年06期

9 謝洪明;劉常勇;陳春輝;;市場導(dǎo)向與組織績效的關(guān)系:組織學(xué)習(xí)與創(chuàng)新的影響——珠三角地區(qū)企業(yè)的實證研究[J];管理世界;2006年02期

10 張瑞君;朱以明;夏坤;;集團(tuán)財務(wù)戰(zhàn)略執(zhí)行力:縱向價值鏈的優(yōu)化與信息集成策略——以中國電子信息產(chǎn)業(yè)集團(tuán)為例[J];管理世界;2007年04期

相關(guān)博士學(xué)位論文 前1條

1 馮海龍;戰(zhàn)略變革與戰(zhàn)略執(zhí)行力的組織學(xué)習(xí)前因及對績效的協(xié)同影響[D];大連理工大學(xué);2008年

，

本文編號：1632986