重大工程实施主体组织模式演化与博弈

Research on the Management Mode Reformation and the Game’s Rule of Megaprojects

摘要:

重大工程组织模式的变革是工程战略执行的重要问题.首先回顾60年来我国重大工程组织管理模式的发展和演变，并结合港珠澳大桥工程、三峡工程、鸟巢工程和上海“世博轴”工程等典型案例研究重大工程建设组织管理模式，识别出重大工程的组织管理模式.然后，采用三方博弈模型对重大工程项目管理模式进行探讨.通过博弈理论分析博弈三方的选择和行为，研究博弈三方间的选择行为，并找到博弈的均衡解.最后提出建立、健全我国重大工程建设项目管理模式下的监管建议.

Abstract:

Megaprojects organization innovation mode was the implementation of construction strategy should consider the issue. At first, the evolvement of management mode of construction megaprojects organization was discussed in China since 1950s. Secondly, the management model of the Hong KongZhuhaiMacao Bridge project, the Three Gorges Project (TGP), the National Stadium (Bird’s Nest) project and the expo axis project was identified by comparative analyze. Then, from the perspective of trigame’s rule model, the equilibrium solution of the game was discussed so as to find the optimal strategy. Furthermore, it gives advices and recommendations to how to develop the supervision system of the construction megaprojects under management model in China.