基于项目组合管理的战略实施范式研究
|
摘要
本论文研究的是如何运用项目组合管理的思想进行战略实施,以将精心制订的战略落实到项目层次上。由此所发展出的理论基础、方法、程序、步骤、内容形成了一种新的“基于项目组合管理的战略实施范式”。
笔者在文献分析和管理实践的基础上提出了“两类公司现象”的假设,运用大样本问卷调查和统计分析进行实证研究。证实了“两类公司现象”的存在,即在现实社会中存在着“项目型公司”和“产品型公司”。对418家企业样本数据的主成分分析表明这两类公司在生产经营和组织结构两个纬度上存在明显差异。通过这两类公司在15个自变量上得分的对比分析,归纳概括出它们的各自特点。
本论文将国内外关于战略实施的研究概括出六种主要范式:基于平衡计分卡的战略实施范式、沃顿商学院的战略实施路线图、战略执行力理论、蓝海战略、组织动态模型ODM、安东尼-安索夫-安德鲁斯范式(三A范式),并对它们的贡献和局限性进行了系统的对比分析,指出这些传统的战略实施范式在指导项目型企业的战略实施方面存在较大的局限性,因此有必要研究针对项目型企业的新范式。
本论文进一步研究了项目型公司战略实施过程中的关键成功因素,从而明确战略实施新范式中应重点针对解决的问题。通过大样本的问卷调查和单因方差分析,本论文在单项目、多项目、项目和战略的联系,这三个层面找出了15个影响战略实施的关键成功因素。通过对一个典型的项目型企业的案例研究表明,项目型企业战略实施要成功,必须充分运用项目组合理论进行项目的分类、评价和选优;必须增加一个新的“项目战略”层次。项目战略层次是使战略从公司层经过业务层、项目群,最终落实到项目层的关键。它弥补了传统战略层次观的不足,构成了“公司战略-业务战略-职能战略-项目战略”新的战略层次观。
最后,本论文提出了“基于项目组合管理的战略实施范式”,该范式主要包括四个主要阶段、五个核心内容。四个主要阶段是“目标-组合-决策-行动”,五个核心内容是对项目的“分类、评价、选择、排序、优化”。
In order to solve the problem“how to translate business strategy into projects”, this paper initiates a new paradigm based on the theory of project portfolio management.
The paper proves the hypothesis that there are two kinds of company actually exist in the real society by empirical research of questionnaire and principle components analysis. One is named as project-based company; the other is product-based company. They are mainly different in business operations and organizational structure. Moreover, their distinctive characters are concluded by comparing the scores of 15 independent variables.
The auther summarizes 6 main paradigms of strategy implementation by literature search. They are balanced scorecard, road maps (by Wharton business school), execution theory, blue ocean strategy, organization dynamic model, and Anthony-Ansoff-Andrews paradigm (3A Paradigm). Furthermore, by comparing their contributions and limitations, the auther indicates these pradigms are limited in guiding the strategy implementation for project-based company. So, it is necessary to build a new paradigm.
In addition, the paper researches on the key success factors to locate the emphases of the new paradigm. By conducting questionnaire and one-way ANOVA, 15 KSFs are founded in three levels of single project, multiple projects, and project-strategy connection. The following case study on a representative project-based company shows that the success of strategy implementation greatly depends on two factors. One is taking full use of project portfolio management to categorize, evaluate and select projects. The other is adding a new“project strategy”level into the traditional strategy hierarchy which results in a new four-level hierarchy making up of“Corporate strategy-business strategy-function strategy-project strategy”.
Lastly, the paper brings up the paradigm of strategy implementation based on the theory of project portfolio management. It consists of four interrelated phases, i.e.,“Object, portfolio, decision, and action”. The main contents include five aspects, that is“Categoriaze, evaluate, select, priotize, and optimize”projects.
笔者在文献分析和管理实践的基础上提出了“两类公司现象”的假设,运用大样本问卷调查和统计分析进行实证研究。证实了“两类公司现象”的存在,即在现实社会中存在着“项目型公司”和“产品型公司”。对418家企业样本数据的主成分分析表明这两类公司在生产经营和组织结构两个纬度上存在明显差异。通过这两类公司在15个自变量上得分的对比分析,归纳概括出它们的各自特点。
本论文将国内外关于战略实施的研究概括出六种主要范式:基于平衡计分卡的战略实施范式、沃顿商学院的战略实施路线图、战略执行力理论、蓝海战略、组织动态模型ODM、安东尼-安索夫-安德鲁斯范式(三A范式),并对它们的贡献和局限性进行了系统的对比分析,指出这些传统的战略实施范式在指导项目型企业的战略实施方面存在较大的局限性,因此有必要研究针对项目型企业的新范式。
本论文进一步研究了项目型公司战略实施过程中的关键成功因素,从而明确战略实施新范式中应重点针对解决的问题。通过大样本的问卷调查和单因方差分析,本论文在单项目、多项目、项目和战略的联系,这三个层面找出了15个影响战略实施的关键成功因素。通过对一个典型的项目型企业的案例研究表明,项目型企业战略实施要成功,必须充分运用项目组合理论进行项目的分类、评价和选优;必须增加一个新的“项目战略”层次。项目战略层次是使战略从公司层经过业务层、项目群,最终落实到项目层的关键。它弥补了传统战略层次观的不足,构成了“公司战略-业务战略-职能战略-项目战略”新的战略层次观。
最后,本论文提出了“基于项目组合管理的战略实施范式”,该范式主要包括四个主要阶段、五个核心内容。四个主要阶段是“目标-组合-决策-行动”,五个核心内容是对项目的“分类、评价、选择、排序、优化”。
In order to solve the problem“how to translate business strategy into projects”, this paper initiates a new paradigm based on the theory of project portfolio management.
The paper proves the hypothesis that there are two kinds of company actually exist in the real society by empirical research of questionnaire and principle components analysis. One is named as project-based company; the other is product-based company. They are mainly different in business operations and organizational structure. Moreover, their distinctive characters are concluded by comparing the scores of 15 independent variables.
The auther summarizes 6 main paradigms of strategy implementation by literature search. They are balanced scorecard, road maps (by Wharton business school), execution theory, blue ocean strategy, organization dynamic model, and Anthony-Ansoff-Andrews paradigm (3A Paradigm). Furthermore, by comparing their contributions and limitations, the auther indicates these pradigms are limited in guiding the strategy implementation for project-based company. So, it is necessary to build a new paradigm.
In addition, the paper researches on the key success factors to locate the emphases of the new paradigm. By conducting questionnaire and one-way ANOVA, 15 KSFs are founded in three levels of single project, multiple projects, and project-strategy connection. The following case study on a representative project-based company shows that the success of strategy implementation greatly depends on two factors. One is taking full use of project portfolio management to categorize, evaluate and select projects. The other is adding a new“project strategy”level into the traditional strategy hierarchy which results in a new four-level hierarchy making up of“Corporate strategy-business strategy-function strategy-project strategy”.
Lastly, the paper brings up the paradigm of strategy implementation based on the theory of project portfolio management. It consists of four interrelated phases, i.e.,“Object, portfolio, decision, and action”. The main contents include five aspects, that is“Categoriaze, evaluate, select, priotize, and optimize”projects.
引文
[1] Aaron J Shenhar. Strategic Project Leadership Toward a strategic approach to project management .R&D Management, 2004, 34 (5):569-578
[2] Akao,Y.. Hoshin Kanri: Policy Deployment for Successful TQM,Productivity Press,1991:18
[3] Alexander, L.D., Strategy implementation: nature of the problem, in Hussey, DE (Eds), International Review of Strategic Management, 1991.Vol. 2 No.1, pp.73-91.
[4] Anavi-Isakow, S., and Golany, B.. Managing multi-project environments through constant work-in-process. Int. J. Project Manage., 2003,21 (1): 9-18.
[5] Anderson, D.K., and Merna, T.. Project Management Strategy-project management represented as a process based set of management domains and the consequences for project management strategy, International Journal of Project Management, 2003.Vol.21(6): 387–393
[6] Andrews,Kenneth R. The Concept of Corporate Strategy [M]. Homewood,IL: Dow Jones-Irwin, 1971:18-46
[7] Ansoff, H. I. Corporate Strategy: An Analytic Approach to Business Policy for Growth and Expansion. McGraw - Hill, New York, 1965
[8] Ansoff,H.I. Implementing Strategic Management. Englewood Cliffs,NT,Prentice Hall, 1984
[9] Ansoff,H.I.,etc. Strategic Planning to Strategic Management[M],Wiley,Chichester,1976
[10] Anthony, R. N. Planning and Control System: A Framework for Analysis. Harvard Business School, Boston,MA., 1965
[11] Anthony, R.N. and Govindarajan, V. Management Control Systems. McGraw– Hill, 2003
[12] Archer NP,Ghasemzadeh F. Project portfolio selection techniques: a reviesw and a suggested integrated approach. In: Dye LD,Pennypacker JS,editors. Project portfolio management– selecting and prioritizing projects for competitive advantage. West Chester,PA,USA: Center for Business Practices;1999: 207–238.
[13] Archer, N.P. and Ghasemzadeh, F.“Project Portfolio Selection and Management”in: The Wiley Guide to Managing Projects”. Morris, P.W.G. and Pinto,J. K., (eds). New York: John Wiley & Sons Inc. 2004
[14] Archer, N.P. and Ghasemzadeh, F. An integrated framework for project portfolio selection. International Journal of Project Management., Vol. 17. 1999: 207–216.
[15] Archer, N.P. and Ghasemzadeh, F.. An integrated framework for projectportfolio selection. International Journal of Project Management. 1999.Vol. 17: 207–216.
[16] Archibald, R. Managing High-Technology Programs and Projects. 3rd edn..New York: John Wiley & Sons Inc.,2003
[17] Armstrong, M. A Handbook of Human Resource Management Practice. 7th edn. London: Kogan Page Ltd.,1999
[18] Artto, K. A. & Dietrich, P.H.“Strategic Business Management through Multiple Projects”in: The Wiley Guide to Managing Projects”in Morris, P.W.G. and Pinto, J. K., (eds). New York: John Wiley & Sons Inc. 2004
[19] Artto, K.A., Martinsuo, M and Aalto, T.. Project Portfolio Management, PMA Finland, 2001
[20] Bridges D.N. Project portfolio management: ideas and practices. In: Dye LD, Pennypacker JS, editors. Project portfolio management– selecting and prioritizing projects for competitive advantage.West Chester, PA, USA: Center for Business Practices; 1999: 45–54.
[21] Chandler, A. D. Strategy and Structure: Chapters in the History of the American Indust rial Enterprise, MIT Press, 1962
[22] Charan, R., Colvin, G. "Why CEOs Fail", Fortune, 21 June, 1999
[23] Christensen, C. R., Andrews, K. R., Bower, J. L., Hamermesh, R. G., & Porter, M. E. Business policy: Text and cases. Homewood, Illinois, Richard D. Irwin, Inc.1982
[24] Cleland, D.I. and Pinto, J.K. The frontiers on project management research PMI, 2002: PMI research conference, Paris, June 2000.
[25] Cleland, D.I. Strategic Design and Implementation. Blue Ridge Summit: TAB Books Inc.1990
[26] Cleland,D.I. and King,W.R. Systems analysis and Project Management (3rd ed.) [M]. New York:McGraw-Hill, 1985: 67-68
[27] Cohen, I., Mandelbaum, A, and Shtub, A..Multi-Project Scheduling and Control: a Process-Based Comparative Study of the Critical Chain Methodology and Some Alternatives. Project Manage. J., 2004,35(2): 39-50.
[28] Cooke-Davies T. The real success factors on projects. Int J Project Manag 2002;20(3):185–90.
[29] Cooke-Davies, T. J.“Project Success”in: The Wiley Guide to Managing Projects. Morris, P.W.G. and Pinto, J. K., (eds). New York: John Wiley & Sons Inc. 2004
[30] Cooke-Davies, T.J. The‘Real’Success Factors on Projects. International Journal of Project Management, 2002, Vol. 20, no. 3: 185-90.
[31] Cooper RG,Edgett SJ,Kleinschmidt EJ. New product portfolio management: practices and performance. J Prod Innovat Manag 1999; Vol.16(4):333–351.
[32] Cooper RG,Edgett SJ,Kleinschmitdt EJ. Portfolio management in new product development: lessons from the leaders– II. Res Technol Manage 1997:43–52.
[33] Cooper RG,Edgett SJ,Kleinschmitdt EJ.. New problems, new solutions: Making portfolio management more effective. Research Technology Management, 2000,Vol. 43(2): 18-33.
[34] Cooper, R. G., S. J. Edgett and E. J. Kleinschmidt. Portfolio Management for New Products. Cambridge, MA: Perseus Publishing. 2001
[35] Crawford L., Hobbs J. B., Turner J. R., Investigation of Potential Classification Systems for Projects. PMI Research Conference 2002, Project Management Institute, Seattle, Washington, USA, July 14-17, 2002, pp. 181-190.
[36] Crawford, L. Profiling the competent project manager, in Slevin, D.P.,2000
[37] David K Anderson ,and Tony Merna. Project management strategy-project management represented as a process based set of management domains and the consequences for project management strategy .International journal of project management. 2003, Vol. 21.
[38] Davis, A.M., Hickey, A. M. and Zweig, A.S.“Requirements Management in a Project Management Context”in: The Wiley Guide to Managing Projects”. Morris, P.W.G. and Pinto, J. K., (eds). New York: John Wiley & Sons Inc.,2004
[39] Dixon, M. Project Management Body of Knowledge. 4th edn. High Wycombe: Association of Project Management., 2000
[40] Dye L. D and Pennypacker J. S.,“An Introduction to Project Portfolio Management”in: Dye L. D.and Pennypacker J. S. (Eds.), Project Portfolio Management: Selecting and Prioritizing Projects for Competitive Advantage. West Chester, PA: Center for Business Practices.1999
[41] EA Jamois, M Hassan, M Waldman.. Evaluation of Reagent-Based andProduct-Based Strategies in the Design of Combinatorial Library Subsets. Journal of Chemical Information and Computer Sciences.,2000
[42] EA Jamois, M Hassan, M Waldman.Evaluation of Reagent-Based and Product-Based Strategies in the Design of Combinatorial Library Subsets.Journal of Chemical Information and Computer Sciences, 2000
[43] Eisenhardt, K.M.Building theories from cases study research.Academy of Management Review, 1989, 14(4):532-550.
[44] Elonen S,Artto KA. Problems in managing internal development projects in multi-project environments. Int J Project Manage 2003, 21(6):395–402.
[45] Englund,R.L., Graham,R.J.. From Experience: Linking Projects to Strategy. J Prod innov Manag.,1999(16):52-64
[46] Ernst and Young.“Measures That Matter”, Boston,1998
[47] Evaristo,R., and Van Fenema,P.C. A typology of project management: emergence and evolution of new forms, Int. J. Project Manage.,1999,17 (5) 275-281.
[48] Foulkes J, and Morris, P.W.G.“Pharmaceutical drug development project management”in: The Wiley Guide to Managing Projects”. Morris, P.W.G. and Pinto, J. K.,2004
[49] Garbher, G.. Cool projects, boring institutions: Temporary collaboration in social context. Regional Studies. 2002,36(3): 205-214
[50] Gōrōg, M., and Smith, N. Project Management for Managers. Sylva, NC: Project Management Institute.1999
[51] Gray, R.J. Alternative approaches to programme management. Int. J. Project Manage., 1997,Vol. 15(1), pp.5-9
[52] Gray, R.J. and Bamford, P.J. Issues in programme integration. Int. J. Project Manage., 1999,Vol.17, No.6.361-366
[53] Grundy,T. Strategy implementation and project management. Int. J. Project Manage., 1998,Vol. 16(1):43-50
[54] Grundy,T. Strategic project management and strategic behavior.Int. J. Project Manage., 2000,Vol.18(1):93-103
[55] Hartmanns, Sprechera. A note on Hierarchical models for multi-project planning and scheduling .European Journal of Operational Research, 1996, 67(2) :377-383 .
[56] Hauc A, Kovac J, and Semolic B. Project-based Stratigic Management Handbook. Maribor, Slovenia, 1993.
[57] Hauc and Kovac.Project management in strategy implementation: experiences in Slovenia, 2000, Vol.18 (1): 61-67
[58] Hofer,C.W.,Murray,Jr. E.A.,Charan,R.,and Pitts,R.A.. Strategic Management - A Casebook in policy and planning (2ndEd.) [M].West Publishing Company, 1984
[59] James G. March and Herbert A. Simon, Organization, John Wiley, 1958
[60] John Kenny. Effective project management for strategic innovation and change in an organizational context .Project management journal, 2003, (3) .
[61] Kaplan,Robert S.; Norton,David P. The Balanced Scorecard--Measures That Drive Performance. Harvard Business Review,1992, 70 (1):71-79
[62] Kaplan,Robert S.; Norton,David P.. Balanced Scorecard: Translating Strategy into Action. Harvard Business School Press Books,1996a: 336
[63] Kaplan,Robert S.; Norton,David P.. Having Trouble with Your Strategy? Then Map It. Harvard Business Review, 2000, 78 (5): 167-176
[64] Kaplan,Robert S.; Norton,David P.. How to Implement a New Strategy without Disrupting Your Organization. Harvard Business Review,2006a, 84 (3): 100-109
[65] Kaplan,Robert S.; Norton,David P.. Linking the balanced scorecard to strategy. California Management Review, 1996c, 39(1): 53-79
[66] Kaplan,Robert S.; Norton,David P.. Measuring the Strategic Readiness of Intangible Assets. Harvard Business Review,2004, 82 (5): 145-154
[67] Kaplan,Robert S.; Norton,David P.. Putting the Balanced Scorecard to Work. Harvard Business Review, 1993, 71 (5): 134-147
[68] Kaplan,Robert S.; Norton,David P.. Strategy Maps: Converting Intangible Assets into Tangible Outcomes [M]. Harvard Business School Press Books, 2003: 1,324
[69] Kaplan,Robert S.; Norton,David P.. The Office of Strategy Management. Harvard Business Review,2005, 83 (10): 72-80
[70] Kaplan,Robert S.; Norton,David P.. The strategy map: guide to aligning intangible assets. Strategy & Leadership,2004, 32 (5):10-17
[71] Kaplan,Robert S.; Norton,David P.. Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review, 1996b, 74 (1): 75-85
[72] Kaplan,Robert S.; Norton,David P..Alignment: Using the Balanced Scorecard to Create Corporate Synergies [M]. Harvard Business School Press Books, 2006b:1,320
[73] Kaplan,Robert S.; Norton,David P..Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment[M].Harvard Business School Press Books,2000: 416
[74] Kaplan,Robert S.; Norton,David P..Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I. Accounting Horizons, 2001a, 15 (1):87-104
[75] Kaplan,Robert S.; Norton,David P..Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part II. Accounting Horizons, 2001b,15 (2): 147-160
[76] Kenneth R. Andrews .The Concept of Corporate Strategy. Richard D. Irwin,1971
[77] Kerzner, H. Applied project management: best practices on implementation. New York: J. Wiley & Sons, Inc.,2000
[78] Kerzner, H.“Strategic planning for project management: using a project management maturity model.”John Wiley & Sons. 2001,PP:355
[79] Kiechel,W..“Corporate Strategists under Fire.”Fortune,27 December,1982
[80] Kirkpatrick, D., McInally, S. & Pridie-Sale, D.“Integrated Logistic Support and all that - a review of through-life project management”in: The Wiley Guide to Managing Projects”. Morris, P.W.G. and Pinto, J. K., (eds). New York: John Wiley & Sons Inc.,2004
[81] Kloppenborg, T.J., and Opfer, W.A. The current state of project management research: Trends, interpretations, and predictions, Project Manage. J., 2002, 33(2) 5-18.
[82] Knutson, J. Succeeding in Project-driven Organizations: People, Processes and Politics. New York: John Wiley & Sons, Inc. 2001
[83] Kotter, J. A Force for Change New York, Free Press,2000
[84] L.H. Gulick and L. Urwick (eds.), Papers on the Science of Administration, New York, 1937
[85] Lampel, J and P. P. Jha“Models of Project Orientation in multi-project organizations”in: The Wiley Guide to Managing Projects. Morris, P.W.G. and Pinto, J. K., (eds). New York: John Wiley & Sons Inc., 2004
[86] Loch C. Tailoring product development to strategy: case of a European technology manufacturer. Eur Manage J ,2000,18(3):146–258
[87] Lycett, M., Rassau, A., and Danson, J. Programme management: a critical review. Int. J. Project Manage., 2004, Vol. 22 Issue 4, p289, 11p
[88] Maclorkle, J.. Strategic Choice. Harvard Business Review,2003
[89] Martinsuo, M. and Dietrich, P. Public Sector Requirements: Towards Project Portfolio Management. Proceedings of PMI Research Conference 2002, Seattle WA., PMI Newton Square, PA. July 2002
[90] Matheson J,Menke M. Using desicion quality principles to balance your R&D portfolio. In: Dye LD,Pennypacker JS,editors. Project portfolio management: selecting and prioritizing projects for competitive advantage. West Chester,PA,USA: Center for Business Practices; 1999: 61–9
[91] McElroy,W..Strategic Change Through Project Management.APM, 1995
[92] Miles,R.E. and C.C.Snow. Organizational strategy, structure, and process. McGraw-Hill. New York.1978
[93] Mintzberg, H., & Quinn, J.B. The Strategy Process: Concepts, Contexts and Cases. 3rd edn. New Jersey: Prentice-Hall, 1996
[94] Mintzberg, H., Ahlstrand, B., and Lampel, J. . Strategy Safari: A Guided Tour through the Wilds of Strategic Management.. London: Pearson Education Ltd., 1998
[95] Mintzberg, H., and Waters, J. .Of strategies, deliberate and emergent. Strategic Management Journal. 1985(6):257-272.
[96] Mintzberg, H., Crafting strategy. Harvard Business Review, 1987, 65(4): 66-75
[97] Mintzberg, H., Organization design: fashion or fit? Henry. Harvard Business Review,1981,59 (1): 103-116
[98] Mintzberg, H., The Fall and Rise of Strategic Planning. Harvard Business Review,1994, 72 (1): 107-114
[99] Morris, P.W.G.. The Management of Projects. paperback edn. London: Thomas Telford.,1994
[100] Morris, P.W.G. and Hough, G.H. The anatomy of major projects. Chichester: John Wiley & Sons, 1987.
[101] Morris, P.W.G. and Jamieson, H.A.Translating Corporate Strategy into Project Strategy: Achieving Corporate Strategy Through Project Management.Newton Square, PA: PMI.,2004
[102] Morris, P.W.G. and Jamieson, H.A. Moving From Corporate to Project Strategy,Project Management Journal,December,2005,Vol.36, No.4, 5-18
[103] Morris, P.W.G. and Pinto, J. K. (eds) Wiley Guide to Managing Projects. New York: John Wiley & Sons Inc., 2004
[104] Murray-Webster, R. and Thiry, M.“Managing Programmes of Projects”in: Turner, R., and Simister, S. (Eds.) The Gower Handbook of Project Management (3rd Edition). Aldershot: Gower Publishing.,2000
[105] Nobeoka, K., and Cusumano, M.A. Multiproject Strategy and Sales Growth: the Benefit of Rapid Design Transfer in New Product Development.Strategic Management Journal, 1997.Vol. 18:3, 169-186
[106] Nunally, J. C.. Psychometric Theory. McGraw-Hill Book Company, New York, 1978, 23-24
[107] OGC: The Office of Government Commerce. Managing Successful Programmes. Norwich: The Stationery Office.,1999
[108] Partington, D.“Implementing strategy through programmes of projects”in: Turner, R., and Simister, S. (eds) .The Gower Handbook of Project Management 3rd edn. Aldershot: Gower Publishing., 2000
[109] Paul R. Niven. Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results (1st edition) [M].Wiley Publisher, 2002:334
[110] Pellegrinelli, S, Partington, D, and Young, M.“Understanding and assessing programme management competence”in: Proceedings of the PMI Europe Congress, The Hague,2003
[111] Pellegrinelli, S. Programme management: organizing project-based change. International Journal of Project Management. ,1997,Vol. 15(3): 141-150
[112] Pennypacker, J.S., and Dye, L.D.. Managing Muitiple Projects: Planning, Scheduling, and Allocating Resources for Competitive Advantage, Marcel Dekker Inc., 2002:352
[113] Perttu Dietrich, P?ivi Lehtonen..Successful management of strategic intentions through multiple projects– Reflections from empirical study. International Journal of Project Management,2005: 386–391
[114] Platje A., Seidel H., Wadman S., Project and Portfolio Planning Cycle - Project Based Management for Multiproject Challenge. International Journal of Project Management. 1994,Vol. 12 (2): 100-106
[115] Porter M.E. From competitive advantage to corporate-strategy. Harvard Bus. Rev., 1987, 65(3): 43–59
[116] Porter, M.E. From Competitive Advantage to Corporate Strategy. Harvard Business Rev, May-June,1987: 43-59
[117] Prahalad, C.K., Hamel, G.. Strategy as a field of study: why search for a new paradigm? Strategy Management Journal, 1994,Vol.5:5-16
[118] Presscott, John E. and Smith, Daniel C.A Project-Based Approach to Competitive Analysis. Strategic Management Journal, 1987,Vol. 8(5): 411-423
[119] Project Management Institute. A Guide to the Project Management Body of Knowledge. Newton Square, PA: PMI.,2000
[120] Project Management Institute, Organizational Project Management Maturity Model (OPM3). Newton Square: Project Management Institute, Inc, 2003
[121] Robert S. Kaplan and David P. Norton.The Balanced Scorecard: Translating Strategy Into Action, Harvard Business School Press, 1996: 322
[122] Scott E. Fricke and Aaron J. Shenhar. Managing Multiple Engineering Projects in a Manufacturing Support Environment.IEEE Transactions on Engineering Management, 2000, Vol. 47(2): 258-268
[123] Shenar, A.J. and Dvir, D.“How Projects Differ, And What to Do About It”in: he Wiley Guide to Managing Projects. Morris, P.W.G. and Pinto, J. K., (eds). New York: John Wiley & Sons Inc.,2004
[124] Shenhar A. J., Dvir D., Lechler T., Poli M., One Size Does Not Fit All– True For Projects, True For Frameworks. PMI Research Conference 2002, Project Management Institute, Seattle, Washington, USA,2002, July 14-17, 2002: 99-106
[125] Shenhar AJ,Dvir D,Levy O,Maltz AC. Project success: a multidimensional strategic concept. Long Range Plan, 2001, 34(6): 699-725
[126] Shenhar AJ,Levy O,Dvir D. Mapping the dimensions of project success. Project Manag J, 1997, 28(2): 5-13
[127] Shiyongdong. Multi-Project Coordinated Management Based on Internet. 2005 International Conference on Construction and Real Estate Management(ICCREM 2005),Malaysia, 2005
[128] Simister, S.J.“Proposal, Initiation and Feasibility”in: Turner, R.J., and Simister, S.J. (Eds.) The Gower Handbook of Project Management 3rd edn. Aldershot: Gower Publishing., 2000
[129] Spradlin T,Kutolowski D. Action-orientated portfolio management. Res Technol Manage 1999(March–April): 26-32
[130] Stevens, R, Brook, P, Jackson, K & Arnold, S. Systems Engineering. Hemel Hempstead: Prentice Hall.1997
[131] Tan J.J., and Litschert R.J. Environment-strategy relationship and its performance implications: an empirical study of Chinese electronics industry. Strategic Management Journal ,1994.15(1): 1-20
[132] Thiry, M. Value Management: A Group Decision-Making Process to achieve stakeholders’needs and expectations in the most resources-effective ways, in: The Wiley Guide to Managing Projects”. Morris, P.W.G. and Pinto, J. K., (eds) Wiley Inc: New York.,2004b
[133] Thiry, M. Combining value and project management into an effective programme management model. International Journal of Project Management, Elseveir Science, Oxford and 2001 Proceedings of the 4th Annual PMI-Europe Conference, London., 2002
[134] Thiry, M. Program Management: A Strategic Decision Management Process. In: The Wiley Guide to Managing Projects. Morris, P.W.G. and Pinto, J. K., (eds). New York: John Wiley & Sons Inc., 2004a
[135] Thiry, M..“For DAD: a programme management life-cycle process”. Int. J. Project Manage., 2004b,22(3): 245-252.
[136] Thiry, M.. Combining value and project management into an effective programme management model. International Journal of Project Management, Elseveir Science, Oxford and 2001 Proceedings of the 4th Annual PMI-Europe Conference, London., 2002
[137] Tony Grundy. Strategic project management and strategic behaviour. International Journal of Project Management, 2000,Vol.18(1):93-103
[138] Tony Grundy. Strategy implementation and project management. International Journal of Project Management, 1998,Vol.16(1):43-50
[139] Turner R.J. The Handbook of Project-based Management.McGraw-Hill Book Company, 1993: 37-52.
[140] Turner, R.J. The handbook of project-based management. Maidenhead:McGraw-Hill, 1999
[141] Turner, R.J., and Simister, S.J. (Eds.) The Gower Handbook of Project Management. 3rd edn. Aldershot: Gower Publishing.,2000
[142] Van Der Merwe, A.P.. Multi-project management - organizational structure and control. Int. J. Project Manage., 1997,15 (4) 223-233.
[143] Walker, Orville C., and Robert W. Ruekert.. Marketing's role in the implementation of business strategies: a critical review and conceptual framework. Journal of Marketing. 1987,5(July):15-33.
[144] Ward, J., and Peppard, J. Strategic Planning for Information Systems John Wiley & Sons, London,1999
[145] Westney, R. Setting the strategy for successful projects. Offshore. Vol. 63 Issue 5, 2003: 133-134.
[146] Wheelwright, S. C. & Clark, K. B. Revolutionizing New Product Development. New York, The Free Press.,1992
[147] Wheelwright, Stephen and Clark, Kim. Creating project plans to focus product development. Harvard Business Review, March–April,1992.
[148] Wijen, G. and Kor, R. Managing Unique Assignments. Aldershot: Gower Publishing.,2000
[149] Yin, R. K.. Case study research:Design and methods.Thousand Oaks, CA:Sage, 1994
[150] Yi-Ru. Regina Chen. Effective public affairs in China : MNC-government bargaining power and corporate strategies for influencing foreign business policy formulation. Journal of Communication Management. London,2004(4):395-414
[151] Youker R.,“The Difference between Different Types of Projects”in Proceedings of Project Management Institute Annual Seminars and Symposium, Philadelphia, PA. ,1999
[152] Youker, R.“Defining the hierarchy of objectives”in: Proceedings of PMI 24th Annual Symposium, Smooth Sailing with Project Management, San Diego. Newton Square, PA: PMI.,1993
[153] Young, R., Effective Requirements Practices. Boston, MA: Addison Wesley.,2001
[154] (韩) W.钱?金,(美)勒妮?莫博涅著;吉宓译.蓝海战略:超越产业竞争开创全新市场[M]北京:商务印书馆, 2005: 264
[155] (美) Randall L. Englund,Robert J. Graham等著;华唯宏,熊伟译.如何转型为项目型企业:项目办公室实战之路.北京:清华大学出版社,2004. Creating the project office : a manager's guide to leading organizational change,据John Wiley & Sons,Inc.2003年英文版译出
[156] (美) Ronald Mascitelli著;赵海涛译.如何构建项目型企业:精益项目管理之道.北京:清华大学出版社, 2004. Build a project-driven enterprise: how to slash waste and boost profits through lean project management
[157] (美)博西迪(Bossidy, L.),查兰(Charan, R.)著;刘祥亚等译.执行:如何完成任务的学问.北京:机械工业出版社,2003.1
[158] (美)科兹纳(Kerzner,H.)著;张增华,吕义怀译.项目管理的战略规划:项目管理成熟度模型的应用[M].北京:电子工业出版社.2002.4: 24,49
[159] (美)克利兰(Cleland,D)著;杨爱华等译.项目管理——战略设计与实施.北京:机械工业出版社.2002.7
[160] (美)劳伦斯?G?赫雷比尼亚克(Lawrence G. Hrebiniak)著.范海滨译.有效的执行——成功领导战略实施与变革.中国人民大学出版社.2006年9月.第1版.
[161] (美)雷格斯比,(美)格雷科著;魏晓燕,薛梅译.精通战略:如何发现你的竞争优势.北京:中国财政经济出版社, 2005.1
[162] (美)罗伯特?西蒙斯著.张文贤译.战略实施中的绩效评估和控制系统:教程与案例[M].大连:东北财经大学出版社, 2002: 394
[163] (美)迈克尔?波特.竞争优势[M].陈小悦译.北京:华夏出版社, 1997.1
[164] (美)迈克尔?波特.竞争战略[M].陈小悦译.北京:华夏出版社, 1997.1
[165]宝利嘉.战略执行[M].中国社会科学出版社,2003. 8: 9-13, 31-34
[166]才金正,杨锡怀.企业执行力与战略实施.东北大学学报.社会科学版,2005.7
[167]曹健.请正确理解“蓝海战略”.IT时代周刊, 2006(8)
[168]曹先文,陈赟 .基于战略目标体系的项目管理准则优化.工业技术经济,2004(03):83-85
[169]陈继祥等.企业经营战略[M].上海:上海交通大学出版社.2000: 224
[170]陈佳俊,贺颖奇.建立以平衡计分卡为基础的战略实施过程(二).中国审计,2004,(22)
[171]陈佳俊,贺颖奇.企业战略控制与业绩评价.中国审计.2004 (18)
[172]陈荣秋,马土华.生产运作管理.北京:机械工业出版社, 2004:9-11
[173]成思危.认真开展案例研究,促进管理科学及管理教育发展.管理科学学报,2001,4(5):1-6
[174]程宝栋,宋维明.国际企业战略与组织结构有效结合的分析.科技与管理, 2003,(05)
[175]程铁信,霍吉栋.项目管理发展评述.管理评论, 2004Vol.16(2),:59-62
[176]崔杰.企业战略资源的评估.中外企业家, 2004,(06)
[177]杜胜利.没有控制系统就没有执行能力——构建基于执行力的管理控制系统.管理世界, 2004,(10)
[178]冯向东.浅谈企业的执行力.经济前沿, 2005,(01)
[179]傅道春.论市场竞争和资源稀缺条件下的企业项目群管理.财政研究, 2005,(05)
[180]高红岩.项目组织的战略转型模式.管理现代化,2006(04)
[181]葛宝山,贾宝强,张红.基于项目管理视角的营销管理创新.管理现代化, 2005,(03)
[182]桂维民,杨乃定,姜继娇.基于战略视角的企业项目管理模式研究.中国软科学,2004(5): 78-81
[183]郭长有,陈军.基于信息化建设的项目群管理模式研究.管理工程学报, 2005(S1)
[184]郭亮.企业战略实施管理研究.特区经济,2005.9
[185]郭志刚.社会统计分析方法SPSS软件应用.中国人民大学出版社, 1999, (2): 92-93
[186]何跃,曾智洪.关于企业提升执行力的后现代整体观思考.湖南师范大学社会科学学报, 2005,(03)
[187]胡笑寒,万迪昉.战略控制方法与管理控制方法的比较及发展研究.预测, 2003,(04)
[188]李成标,牛永兰,徐定安.项目群选择的目标规划模型.工业技术经济,1996,(03)
[189]李春好.企业战略投资项目的选择模型.管理现代化,2002(06)
[190]李相银,胡希.基于执行的企业战略管理研究.企业管理, 2004(7):56-57
[191]梁江,刘冀生.试论战略管理学科的研究框架及发展趋势.中国软科学. 2002(6):63-66
[192]林俊杰.平衡计分卡导向战略管理.北京:华夏出版社.2003 .10: 4
[193]林跃勤.如何提高企业战略执行力.科学决策,2006(03)
[194]刘国靖,孙林岩.项目选择与确定过程中的风险管理研究.研究与发展管理, 2003,(06)
[195]刘冀生.企业战略管理(第2版)[M].北京:清华大学出版社,2003
[196]刘庆元,刘宝宏.战略管理:分析、制定与实施[M].大连:东北财经大学出版社, 2001
[197]刘雪,张阳.战略实施资源的动态匹配研究.现代管理科学.2006(02)
[198]柳茂平.战略本质与企业战略内在层次结构.南开管理评论,2003(01)
[199]龙正平,夏健明.基于风险的企业战略控制系统.南开管理评论, 2006,(03)
[200]卢养劳.战略执行比制定更重要——对我国重工业企业战略执行的思考.中国机电工业.2006(2): 80-82
[201]马旭晨.浅议企业多项目管理与企业战略管理.管理工程学报,S1, 2005,Vol.19:125-128
[202]毛义华,凌金良.技术创新项目组合决策支持系统.数量经济技术经济研究,2000(08)
[203]毛义华.技术创新管理新范式:项目组合管理.数量经济技术经济研究, 2001,(09)
[204]戚安邦.论组织使命战略项目和运营的全面集成管理.科学学与科学技术管理,2004(3):110-113
[205]戚安邦.项目多要素集成管理方法研究.南开管理评论.2002(6)
[206]齐大庆.战略执行与执行力.中国新时代,2004(12): 44-46
[207]齐大庆.中国企业的战略制定与执行.中国新时代, 2005(01):50-51
[208]乔峰,黄培清.企业的战略适应力.企业管理,2004(05)
[209]秦永和,王璐,印猛,邬岚.企业战略执行工具平衡记分卡浅谈.科技进步与对策, 2003,(23)
[210]申作青.中层管理者:提升组织执行力的中坚力量.管理现代化, 2005,(03)
[211]施欣.战略及战略研究的若干基础理论问题研究.管理工程学报,1994 ,8(4) :270 - 273.
[212]苏晋.浅析基于平衡计分卡的战略执行.价值工程.2004 .8
[213]孙海法.领导策略与团队管理.广东:中山大学出版社, 2003: 81-92
[214]孙建中,谢德华,梁凤英.执行力:企业管理成效的关键.经济与管理, 2005,(05)
[215]孙占辉.企业的战略实施.国际经济合作, 2001,(07)
[216]谭云涛,郭波,郑敏.企业多项目管理中的优先排序问题研究.管理工程学报, 2005,(S1) .
[217]唐宗明,陶亚民,仲健心.与企业竞争战略相适应的管理机制的构建.工业工程与管理, 2001,(04)
[218]王恩列.运用现代项目管理知识促进企业战略发展.管理工程学报,2005 S1,Vol.19:163-165
[219]王娟,王成吉.如何提升企业的战略执行力.现代管理科学,2005,(11)
[220]王兰云,张金成.环境视角与战略适应.南开管理评论, 2003,(02)
[221]王启业.执行力—企业实现目标的保障.经济问题, 2005,(10)
[222]王伟光,唐晓华.现代战略管理[M].北京:经济管理出版社, 2006.2: 163
[223]王祎望,杜刚,齐庆祝.项目群管理模式研究.西安电子科技大学学报,2004(14):73-79
[224]王祎望,杜纲,齐庆祝.项目群管理中项目选择方法的研究.工业工程,2004(06)
[225]韦华宁.我国企业战略执行现状调查与分析.商业时代,2005(20)
[226]韦华宁.中国企业战略执行障碍与对策分析.经济问题探索,2005(5)
[227]蔚林巍.项目管理的最新进展.管理工程学报, 2000,(03)
[228]武亚军.90年代企业战略管理理论的发展与研究趋势.南开管理评论, 1999(2)
[229]夏志杰,胡克瑾.基于战略对应的IT项目组合选择模型.计算机工程与应用,2007,(23)
[230]项保华.企业战略理论综述.经济学动态,2000,Vol.12(7):35-38
[231]项保华,张建东.案例研究方法和战略管理研究.自然辩证法通讯,2005,27(5):62-66
[232]肖知兴.蓝海战略如何落地.IT经理世界.2006.8.5
[233]徐华,张德,赵平.管理学[M].北京:清华大学出版社,1998.10:102-107
[234]徐鸣雷,栾庆伟.基于BSC的企业战略实施控制指标体系研究.科学学与科学技术管理,2004,(07)
[235]徐清霞,王永保. BSC—提升企业战略执行力.价值工程,2007,(02)
[236]徐震宇,郭政.战略实施中的组织变革.现代管理科学,2003(10)
[237]杨波,申琼.战略制定与战略实施.管理科学文摘.2006:17-19
[238]杨敏,董纪昌,霍国庆.基于多因素分析的IT项目组合选择模型.管理科学,2006(02)
[239]杨锡怀.企业战略管理.高等教育出版社, 1999: 23-25
[240]杨锡怀,冷克平,王江.企业战略管理:理论与案例.北京:高等教育出版社,2004.4
[241]杨印宝.执行力是企业管理成败的关键.管理科学文摘, 2002,(09)
[242]翟磊,柴立军.项目管理与企业管理主导模式转换研究.管理工程学报, 2005,(S1)
[243]张立军,苏萍.组合管理思想在项目管理中的运用.建筑经济, 2004(9):54-57
[244]张丽华,刘松博.案例研究:从跨案例的分析到拓展现有理论的解释力—中国第二届管理案例学术研讨会综述.管理世界. 2006,(12)
[245]张铁男,程广仁,才华.战略视角下的企业进化能力研究.管理世界, 2006,(10)
[246]张永胜,万威武.战略实施的影响因素分析.商业研究. 2003(20)
[247]张悦玫,栾庆伟.基于平衡计分卡的战略实施框架研究.中国软科学.2003 (2):86-90
[248]赵春明,史建玲.以项目为中心的运营管理.企业管理, 2005(12)
[249]赵晶,朱镇.企业电子商务战略实施关键成功因素的实证研究.清华大学学报(自然科学版).2006(S1)
[250]郑声安.企业战略实施中竞争优势的创造.改革与战略,2006(04)
[251]周辉,刘思峰.论企业战略执行与控制系统优化.现代经济探讨, 2006,(01)
[252]周三多.战略管理思想史.上海:复旦大学出版社,2002.11
[253]祝志明,杨乃定,姜继娇,贾晓霞.企业战略风险识别研究.科研管理,2005,(06)
[2] Akao,Y.. Hoshin Kanri: Policy Deployment for Successful TQM,Productivity Press,1991:18
[3] Alexander, L.D., Strategy implementation: nature of the problem, in Hussey, DE (Eds), International Review of Strategic Management, 1991.Vol. 2 No.1, pp.73-91.
[4] Anavi-Isakow, S., and Golany, B.. Managing multi-project environments through constant work-in-process. Int. J. Project Manage., 2003,21 (1): 9-18.
[5] Anderson, D.K., and Merna, T.. Project Management Strategy-project management represented as a process based set of management domains and the consequences for project management strategy, International Journal of Project Management, 2003.Vol.21(6): 387–393
[6] Andrews,Kenneth R. The Concept of Corporate Strategy [M]. Homewood,IL: Dow Jones-Irwin, 1971:18-46
[7] Ansoff, H. I. Corporate Strategy: An Analytic Approach to Business Policy for Growth and Expansion. McGraw - Hill, New York, 1965
[8] Ansoff,H.I. Implementing Strategic Management. Englewood Cliffs,NT,Prentice Hall, 1984
[9] Ansoff,H.I.,etc. Strategic Planning to Strategic Management[M],Wiley,Chichester,1976
[10] Anthony, R. N. Planning and Control System: A Framework for Analysis. Harvard Business School, Boston,MA., 1965
[11] Anthony, R.N. and Govindarajan, V. Management Control Systems. McGraw– Hill, 2003
[12] Archer NP,Ghasemzadeh F. Project portfolio selection techniques: a reviesw and a suggested integrated approach. In: Dye LD,Pennypacker JS,editors. Project portfolio management– selecting and prioritizing projects for competitive advantage. West Chester,PA,USA: Center for Business Practices;1999: 207–238.
[13] Archer, N.P. and Ghasemzadeh, F.“Project Portfolio Selection and Management”in: The Wiley Guide to Managing Projects”. Morris, P.W.G. and Pinto,J. K., (eds). New York: John Wiley & Sons Inc. 2004
[14] Archer, N.P. and Ghasemzadeh, F. An integrated framework for project portfolio selection. International Journal of Project Management., Vol. 17. 1999: 207–216.
[15] Archer, N.P. and Ghasemzadeh, F.. An integrated framework for projectportfolio selection. International Journal of Project Management. 1999.Vol. 17: 207–216.
[16] Archibald, R. Managing High-Technology Programs and Projects. 3rd edn..New York: John Wiley & Sons Inc.,2003
[17] Armstrong, M. A Handbook of Human Resource Management Practice. 7th edn. London: Kogan Page Ltd.,1999
[18] Artto, K. A. & Dietrich, P.H.“Strategic Business Management through Multiple Projects”in: The Wiley Guide to Managing Projects”in Morris, P.W.G. and Pinto, J. K., (eds). New York: John Wiley & Sons Inc. 2004
[19] Artto, K.A., Martinsuo, M and Aalto, T.. Project Portfolio Management, PMA Finland, 2001
[20] Bridges D.N. Project portfolio management: ideas and practices. In: Dye LD, Pennypacker JS, editors. Project portfolio management– selecting and prioritizing projects for competitive advantage.West Chester, PA, USA: Center for Business Practices; 1999: 45–54.
[21] Chandler, A. D. Strategy and Structure: Chapters in the History of the American Indust rial Enterprise, MIT Press, 1962
[22] Charan, R., Colvin, G. "Why CEOs Fail", Fortune, 21 June, 1999
[23] Christensen, C. R., Andrews, K. R., Bower, J. L., Hamermesh, R. G., & Porter, M. E. Business policy: Text and cases. Homewood, Illinois, Richard D. Irwin, Inc.1982
[24] Cleland, D.I. and Pinto, J.K. The frontiers on project management research PMI, 2002: PMI research conference, Paris, June 2000.
[25] Cleland, D.I. Strategic Design and Implementation. Blue Ridge Summit: TAB Books Inc.1990
[26] Cleland,D.I. and King,W.R. Systems analysis and Project Management (3rd ed.) [M]. New York:McGraw-Hill, 1985: 67-68
[27] Cohen, I., Mandelbaum, A, and Shtub, A..Multi-Project Scheduling and Control: a Process-Based Comparative Study of the Critical Chain Methodology and Some Alternatives. Project Manage. J., 2004,35(2): 39-50.
[28] Cooke-Davies T. The real success factors on projects. Int J Project Manag 2002;20(3):185–90.
[29] Cooke-Davies, T. J.“Project Success”in: The Wiley Guide to Managing Projects. Morris, P.W.G. and Pinto, J. K., (eds). New York: John Wiley & Sons Inc. 2004
[30] Cooke-Davies, T.J. The‘Real’Success Factors on Projects. International Journal of Project Management, 2002, Vol. 20, no. 3: 185-90.
[31] Cooper RG,Edgett SJ,Kleinschmidt EJ. New product portfolio management: practices and performance. J Prod Innovat Manag 1999; Vol.16(4):333–351.
[32] Cooper RG,Edgett SJ,Kleinschmitdt EJ. Portfolio management in new product development: lessons from the leaders– II. Res Technol Manage 1997:43–52.
[33] Cooper RG,Edgett SJ,Kleinschmitdt EJ.. New problems, new solutions: Making portfolio management more effective. Research Technology Management, 2000,Vol. 43(2): 18-33.
[34] Cooper, R. G., S. J. Edgett and E. J. Kleinschmidt. Portfolio Management for New Products. Cambridge, MA: Perseus Publishing. 2001
[35] Crawford L., Hobbs J. B., Turner J. R., Investigation of Potential Classification Systems for Projects. PMI Research Conference 2002, Project Management Institute, Seattle, Washington, USA, July 14-17, 2002, pp. 181-190.
[36] Crawford, L. Profiling the competent project manager, in Slevin, D.P.,2000
[37] David K Anderson ,and Tony Merna. Project management strategy-project management represented as a process based set of management domains and the consequences for project management strategy .International journal of project management. 2003, Vol. 21.
[38] Davis, A.M., Hickey, A. M. and Zweig, A.S.“Requirements Management in a Project Management Context”in: The Wiley Guide to Managing Projects”. Morris, P.W.G. and Pinto, J. K., (eds). New York: John Wiley & Sons Inc.,2004
[39] Dixon, M. Project Management Body of Knowledge. 4th edn. High Wycombe: Association of Project Management., 2000
[40] Dye L. D and Pennypacker J. S.,“An Introduction to Project Portfolio Management”in: Dye L. D.and Pennypacker J. S. (Eds.), Project Portfolio Management: Selecting and Prioritizing Projects for Competitive Advantage. West Chester, PA: Center for Business Practices.1999
[41] EA Jamois, M Hassan, M Waldman.. Evaluation of Reagent-Based andProduct-Based Strategies in the Design of Combinatorial Library Subsets. Journal of Chemical Information and Computer Sciences.,2000
[42] EA Jamois, M Hassan, M Waldman.Evaluation of Reagent-Based and Product-Based Strategies in the Design of Combinatorial Library Subsets.Journal of Chemical Information and Computer Sciences, 2000
[43] Eisenhardt, K.M.Building theories from cases study research.Academy of Management Review, 1989, 14(4):532-550.
[44] Elonen S,Artto KA. Problems in managing internal development projects in multi-project environments. Int J Project Manage 2003, 21(6):395–402.
[45] Englund,R.L., Graham,R.J.. From Experience: Linking Projects to Strategy. J Prod innov Manag.,1999(16):52-64
[46] Ernst and Young.“Measures That Matter”, Boston,1998
[47] Evaristo,R., and Van Fenema,P.C. A typology of project management: emergence and evolution of new forms, Int. J. Project Manage.,1999,17 (5) 275-281.
[48] Foulkes J, and Morris, P.W.G.“Pharmaceutical drug development project management”in: The Wiley Guide to Managing Projects”. Morris, P.W.G. and Pinto, J. K.,2004
[49] Garbher, G.. Cool projects, boring institutions: Temporary collaboration in social context. Regional Studies. 2002,36(3): 205-214
[50] Gōrōg, M., and Smith, N. Project Management for Managers. Sylva, NC: Project Management Institute.1999
[51] Gray, R.J. Alternative approaches to programme management. Int. J. Project Manage., 1997,Vol. 15(1), pp.5-9
[52] Gray, R.J. and Bamford, P.J. Issues in programme integration. Int. J. Project Manage., 1999,Vol.17, No.6.361-366
[53] Grundy,T. Strategy implementation and project management. Int. J. Project Manage., 1998,Vol. 16(1):43-50
[54] Grundy,T. Strategic project management and strategic behavior.Int. J. Project Manage., 2000,Vol.18(1):93-103
[55] Hartmanns, Sprechera. A note on Hierarchical models for multi-project planning and scheduling .European Journal of Operational Research, 1996, 67(2) :377-383 .
[56] Hauc A, Kovac J, and Semolic B. Project-based Stratigic Management Handbook. Maribor, Slovenia, 1993.
[57] Hauc and Kovac.Project management in strategy implementation: experiences in Slovenia, 2000, Vol.18 (1): 61-67
[58] Hofer,C.W.,Murray,Jr. E.A.,Charan,R.,and Pitts,R.A.. Strategic Management - A Casebook in policy and planning (2ndEd.) [M].West Publishing Company, 1984
[59] James G. March and Herbert A. Simon, Organization, John Wiley, 1958
[60] John Kenny. Effective project management for strategic innovation and change in an organizational context .Project management journal, 2003, (3) .
[61] Kaplan,Robert S.; Norton,David P. The Balanced Scorecard--Measures That Drive Performance. Harvard Business Review,1992, 70 (1):71-79
[62] Kaplan,Robert S.; Norton,David P.. Balanced Scorecard: Translating Strategy into Action. Harvard Business School Press Books,1996a: 336
[63] Kaplan,Robert S.; Norton,David P.. Having Trouble with Your Strategy? Then Map It. Harvard Business Review, 2000, 78 (5): 167-176
[64] Kaplan,Robert S.; Norton,David P.. How to Implement a New Strategy without Disrupting Your Organization. Harvard Business Review,2006a, 84 (3): 100-109
[65] Kaplan,Robert S.; Norton,David P.. Linking the balanced scorecard to strategy. California Management Review, 1996c, 39(1): 53-79
[66] Kaplan,Robert S.; Norton,David P.. Measuring the Strategic Readiness of Intangible Assets. Harvard Business Review,2004, 82 (5): 145-154
[67] Kaplan,Robert S.; Norton,David P.. Putting the Balanced Scorecard to Work. Harvard Business Review, 1993, 71 (5): 134-147
[68] Kaplan,Robert S.; Norton,David P.. Strategy Maps: Converting Intangible Assets into Tangible Outcomes [M]. Harvard Business School Press Books, 2003: 1,324
[69] Kaplan,Robert S.; Norton,David P.. The Office of Strategy Management. Harvard Business Review,2005, 83 (10): 72-80
[70] Kaplan,Robert S.; Norton,David P.. The strategy map: guide to aligning intangible assets. Strategy & Leadership,2004, 32 (5):10-17
[71] Kaplan,Robert S.; Norton,David P.. Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review, 1996b, 74 (1): 75-85
[72] Kaplan,Robert S.; Norton,David P..Alignment: Using the Balanced Scorecard to Create Corporate Synergies [M]. Harvard Business School Press Books, 2006b:1,320
[73] Kaplan,Robert S.; Norton,David P..Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment[M].Harvard Business School Press Books,2000: 416
[74] Kaplan,Robert S.; Norton,David P..Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I. Accounting Horizons, 2001a, 15 (1):87-104
[75] Kaplan,Robert S.; Norton,David P..Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part II. Accounting Horizons, 2001b,15 (2): 147-160
[76] Kenneth R. Andrews .The Concept of Corporate Strategy. Richard D. Irwin,1971
[77] Kerzner, H. Applied project management: best practices on implementation. New York: J. Wiley & Sons, Inc.,2000
[78] Kerzner, H.“Strategic planning for project management: using a project management maturity model.”John Wiley & Sons. 2001,PP:355
[79] Kiechel,W..“Corporate Strategists under Fire.”Fortune,27 December,1982
[80] Kirkpatrick, D., McInally, S. & Pridie-Sale, D.“Integrated Logistic Support and all that - a review of through-life project management”in: The Wiley Guide to Managing Projects”. Morris, P.W.G. and Pinto, J. K., (eds). New York: John Wiley & Sons Inc.,2004
[81] Kloppenborg, T.J., and Opfer, W.A. The current state of project management research: Trends, interpretations, and predictions, Project Manage. J., 2002, 33(2) 5-18.
[82] Knutson, J. Succeeding in Project-driven Organizations: People, Processes and Politics. New York: John Wiley & Sons, Inc. 2001
[83] Kotter, J. A Force for Change New York, Free Press,2000
[84] L.H. Gulick and L. Urwick (eds.), Papers on the Science of Administration, New York, 1937
[85] Lampel, J and P. P. Jha“Models of Project Orientation in multi-project organizations”in: The Wiley Guide to Managing Projects. Morris, P.W.G. and Pinto, J. K., (eds). New York: John Wiley & Sons Inc., 2004
[86] Loch C. Tailoring product development to strategy: case of a European technology manufacturer. Eur Manage J ,2000,18(3):146–258
[87] Lycett, M., Rassau, A., and Danson, J. Programme management: a critical review. Int. J. Project Manage., 2004, Vol. 22 Issue 4, p289, 11p
[88] Maclorkle, J.. Strategic Choice. Harvard Business Review,2003
[89] Martinsuo, M. and Dietrich, P. Public Sector Requirements: Towards Project Portfolio Management. Proceedings of PMI Research Conference 2002, Seattle WA., PMI Newton Square, PA. July 2002
[90] Matheson J,Menke M. Using desicion quality principles to balance your R&D portfolio. In: Dye LD,Pennypacker JS,editors. Project portfolio management: selecting and prioritizing projects for competitive advantage. West Chester,PA,USA: Center for Business Practices; 1999: 61–9
[91] McElroy,W..Strategic Change Through Project Management.APM, 1995
[92] Miles,R.E. and C.C.Snow. Organizational strategy, structure, and process. McGraw-Hill. New York.1978
[93] Mintzberg, H., & Quinn, J.B. The Strategy Process: Concepts, Contexts and Cases. 3rd edn. New Jersey: Prentice-Hall, 1996
[94] Mintzberg, H., Ahlstrand, B., and Lampel, J. . Strategy Safari: A Guided Tour through the Wilds of Strategic Management.. London: Pearson Education Ltd., 1998
[95] Mintzberg, H., and Waters, J. .Of strategies, deliberate and emergent. Strategic Management Journal. 1985(6):257-272.
[96] Mintzberg, H., Crafting strategy. Harvard Business Review, 1987, 65(4): 66-75
[97] Mintzberg, H., Organization design: fashion or fit? Henry. Harvard Business Review,1981,59 (1): 103-116
[98] Mintzberg, H., The Fall and Rise of Strategic Planning. Harvard Business Review,1994, 72 (1): 107-114
[99] Morris, P.W.G.. The Management of Projects. paperback edn. London: Thomas Telford.,1994
[100] Morris, P.W.G. and Hough, G.H. The anatomy of major projects. Chichester: John Wiley & Sons, 1987.
[101] Morris, P.W.G. and Jamieson, H.A.Translating Corporate Strategy into Project Strategy: Achieving Corporate Strategy Through Project Management.Newton Square, PA: PMI.,2004
[102] Morris, P.W.G. and Jamieson, H.A. Moving From Corporate to Project Strategy,Project Management Journal,December,2005,Vol.36, No.4, 5-18
[103] Morris, P.W.G. and Pinto, J. K. (eds) Wiley Guide to Managing Projects. New York: John Wiley & Sons Inc., 2004
[104] Murray-Webster, R. and Thiry, M.“Managing Programmes of Projects”in: Turner, R., and Simister, S. (Eds.) The Gower Handbook of Project Management (3rd Edition). Aldershot: Gower Publishing.,2000
[105] Nobeoka, K., and Cusumano, M.A. Multiproject Strategy and Sales Growth: the Benefit of Rapid Design Transfer in New Product Development.Strategic Management Journal, 1997.Vol. 18:3, 169-186
[106] Nunally, J. C.. Psychometric Theory. McGraw-Hill Book Company, New York, 1978, 23-24
[107] OGC: The Office of Government Commerce. Managing Successful Programmes. Norwich: The Stationery Office.,1999
[108] Partington, D.“Implementing strategy through programmes of projects”in: Turner, R., and Simister, S. (eds) .The Gower Handbook of Project Management 3rd edn. Aldershot: Gower Publishing., 2000
[109] Paul R. Niven. Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results (1st edition) [M].Wiley Publisher, 2002:334
[110] Pellegrinelli, S, Partington, D, and Young, M.“Understanding and assessing programme management competence”in: Proceedings of the PMI Europe Congress, The Hague,2003
[111] Pellegrinelli, S. Programme management: organizing project-based change. International Journal of Project Management. ,1997,Vol. 15(3): 141-150
[112] Pennypacker, J.S., and Dye, L.D.. Managing Muitiple Projects: Planning, Scheduling, and Allocating Resources for Competitive Advantage, Marcel Dekker Inc., 2002:352
[113] Perttu Dietrich, P?ivi Lehtonen..Successful management of strategic intentions through multiple projects– Reflections from empirical study. International Journal of Project Management,2005: 386–391
[114] Platje A., Seidel H., Wadman S., Project and Portfolio Planning Cycle - Project Based Management for Multiproject Challenge. International Journal of Project Management. 1994,Vol. 12 (2): 100-106
[115] Porter M.E. From competitive advantage to corporate-strategy. Harvard Bus. Rev., 1987, 65(3): 43–59
[116] Porter, M.E. From Competitive Advantage to Corporate Strategy. Harvard Business Rev, May-June,1987: 43-59
[117] Prahalad, C.K., Hamel, G.. Strategy as a field of study: why search for a new paradigm? Strategy Management Journal, 1994,Vol.5:5-16
[118] Presscott, John E. and Smith, Daniel C.A Project-Based Approach to Competitive Analysis. Strategic Management Journal, 1987,Vol. 8(5): 411-423
[119] Project Management Institute. A Guide to the Project Management Body of Knowledge. Newton Square, PA: PMI.,2000
[120] Project Management Institute, Organizational Project Management Maturity Model (OPM3). Newton Square: Project Management Institute, Inc, 2003
[121] Robert S. Kaplan and David P. Norton.The Balanced Scorecard: Translating Strategy Into Action, Harvard Business School Press, 1996: 322
[122] Scott E. Fricke and Aaron J. Shenhar. Managing Multiple Engineering Projects in a Manufacturing Support Environment.IEEE Transactions on Engineering Management, 2000, Vol. 47(2): 258-268
[123] Shenar, A.J. and Dvir, D.“How Projects Differ, And What to Do About It”in: he Wiley Guide to Managing Projects. Morris, P.W.G. and Pinto, J. K., (eds). New York: John Wiley & Sons Inc.,2004
[124] Shenhar A. J., Dvir D., Lechler T., Poli M., One Size Does Not Fit All– True For Projects, True For Frameworks. PMI Research Conference 2002, Project Management Institute, Seattle, Washington, USA,2002, July 14-17, 2002: 99-106
[125] Shenhar AJ,Dvir D,Levy O,Maltz AC. Project success: a multidimensional strategic concept. Long Range Plan, 2001, 34(6): 699-725
[126] Shenhar AJ,Levy O,Dvir D. Mapping the dimensions of project success. Project Manag J, 1997, 28(2): 5-13
[127] Shiyongdong. Multi-Project Coordinated Management Based on Internet. 2005 International Conference on Construction and Real Estate Management(ICCREM 2005),Malaysia, 2005
[128] Simister, S.J.“Proposal, Initiation and Feasibility”in: Turner, R.J., and Simister, S.J. (Eds.) The Gower Handbook of Project Management 3rd edn. Aldershot: Gower Publishing., 2000
[129] Spradlin T,Kutolowski D. Action-orientated portfolio management. Res Technol Manage 1999(March–April): 26-32
[130] Stevens, R, Brook, P, Jackson, K & Arnold, S. Systems Engineering. Hemel Hempstead: Prentice Hall.1997
[131] Tan J.J., and Litschert R.J. Environment-strategy relationship and its performance implications: an empirical study of Chinese electronics industry. Strategic Management Journal ,1994.15(1): 1-20
[132] Thiry, M. Value Management: A Group Decision-Making Process to achieve stakeholders’needs and expectations in the most resources-effective ways, in: The Wiley Guide to Managing Projects”. Morris, P.W.G. and Pinto, J. K., (eds) Wiley Inc: New York.,2004b
[133] Thiry, M. Combining value and project management into an effective programme management model. International Journal of Project Management, Elseveir Science, Oxford and 2001 Proceedings of the 4th Annual PMI-Europe Conference, London., 2002
[134] Thiry, M. Program Management: A Strategic Decision Management Process. In: The Wiley Guide to Managing Projects. Morris, P.W.G. and Pinto, J. K., (eds). New York: John Wiley & Sons Inc., 2004a
[135] Thiry, M..“For DAD: a programme management life-cycle process”. Int. J. Project Manage., 2004b,22(3): 245-252.
[136] Thiry, M.. Combining value and project management into an effective programme management model. International Journal of Project Management, Elseveir Science, Oxford and 2001 Proceedings of the 4th Annual PMI-Europe Conference, London., 2002
[137] Tony Grundy. Strategic project management and strategic behaviour. International Journal of Project Management, 2000,Vol.18(1):93-103
[138] Tony Grundy. Strategy implementation and project management. International Journal of Project Management, 1998,Vol.16(1):43-50
[139] Turner R.J. The Handbook of Project-based Management.McGraw-Hill Book Company, 1993: 37-52.
[140] Turner, R.J. The handbook of project-based management. Maidenhead:McGraw-Hill, 1999
[141] Turner, R.J., and Simister, S.J. (Eds.) The Gower Handbook of Project Management. 3rd edn. Aldershot: Gower Publishing.,2000
[142] Van Der Merwe, A.P.. Multi-project management - organizational structure and control. Int. J. Project Manage., 1997,15 (4) 223-233.
[143] Walker, Orville C., and Robert W. Ruekert.. Marketing's role in the implementation of business strategies: a critical review and conceptual framework. Journal of Marketing. 1987,5(July):15-33.
[144] Ward, J., and Peppard, J. Strategic Planning for Information Systems John Wiley & Sons, London,1999
[145] Westney, R. Setting the strategy for successful projects. Offshore. Vol. 63 Issue 5, 2003: 133-134.
[146] Wheelwright, S. C. & Clark, K. B. Revolutionizing New Product Development. New York, The Free Press.,1992
[147] Wheelwright, Stephen and Clark, Kim. Creating project plans to focus product development. Harvard Business Review, March–April,1992.
[148] Wijen, G. and Kor, R. Managing Unique Assignments. Aldershot: Gower Publishing.,2000
[149] Yin, R. K.. Case study research:Design and methods.Thousand Oaks, CA:Sage, 1994
[150] Yi-Ru. Regina Chen. Effective public affairs in China : MNC-government bargaining power and corporate strategies for influencing foreign business policy formulation. Journal of Communication Management. London,2004(4):395-414
[151] Youker R.,“The Difference between Different Types of Projects”in Proceedings of Project Management Institute Annual Seminars and Symposium, Philadelphia, PA. ,1999
[152] Youker, R.“Defining the hierarchy of objectives”in: Proceedings of PMI 24th Annual Symposium, Smooth Sailing with Project Management, San Diego. Newton Square, PA: PMI.,1993
[153] Young, R., Effective Requirements Practices. Boston, MA: Addison Wesley.,2001
[154] (韩) W.钱?金,(美)勒妮?莫博涅著;吉宓译.蓝海战略:超越产业竞争开创全新市场[M]北京:商务印书馆, 2005: 264
[155] (美) Randall L. Englund,Robert J. Graham等著;华唯宏,熊伟译.如何转型为项目型企业:项目办公室实战之路.北京:清华大学出版社,2004. Creating the project office : a manager's guide to leading organizational change,据John Wiley & Sons,Inc.2003年英文版译出
[156] (美) Ronald Mascitelli著;赵海涛译.如何构建项目型企业:精益项目管理之道.北京:清华大学出版社, 2004. Build a project-driven enterprise: how to slash waste and boost profits through lean project management
[157] (美)博西迪(Bossidy, L.),查兰(Charan, R.)著;刘祥亚等译.执行:如何完成任务的学问.北京:机械工业出版社,2003.1
[158] (美)科兹纳(Kerzner,H.)著;张增华,吕义怀译.项目管理的战略规划:项目管理成熟度模型的应用[M].北京:电子工业出版社.2002.4: 24,49
[159] (美)克利兰(Cleland,D)著;杨爱华等译.项目管理——战略设计与实施.北京:机械工业出版社.2002.7
[160] (美)劳伦斯?G?赫雷比尼亚克(Lawrence G. Hrebiniak)著.范海滨译.有效的执行——成功领导战略实施与变革.中国人民大学出版社.2006年9月.第1版.
[161] (美)雷格斯比,(美)格雷科著;魏晓燕,薛梅译.精通战略:如何发现你的竞争优势.北京:中国财政经济出版社, 2005.1
[162] (美)罗伯特?西蒙斯著.张文贤译.战略实施中的绩效评估和控制系统:教程与案例[M].大连:东北财经大学出版社, 2002: 394
[163] (美)迈克尔?波特.竞争优势[M].陈小悦译.北京:华夏出版社, 1997.1
[164] (美)迈克尔?波特.竞争战略[M].陈小悦译.北京:华夏出版社, 1997.1
[165]宝利嘉.战略执行[M].中国社会科学出版社,2003. 8: 9-13, 31-34
[166]才金正,杨锡怀.企业执行力与战略实施.东北大学学报.社会科学版,2005.7
[167]曹健.请正确理解“蓝海战略”.IT时代周刊, 2006(8)
[168]曹先文,陈赟 .基于战略目标体系的项目管理准则优化.工业技术经济,2004(03):83-85
[169]陈继祥等.企业经营战略[M].上海:上海交通大学出版社.2000: 224
[170]陈佳俊,贺颖奇.建立以平衡计分卡为基础的战略实施过程(二).中国审计,2004,(22)
[171]陈佳俊,贺颖奇.企业战略控制与业绩评价.中国审计.2004 (18)
[172]陈荣秋,马土华.生产运作管理.北京:机械工业出版社, 2004:9-11
[173]成思危.认真开展案例研究,促进管理科学及管理教育发展.管理科学学报,2001,4(5):1-6
[174]程宝栋,宋维明.国际企业战略与组织结构有效结合的分析.科技与管理, 2003,(05)
[175]程铁信,霍吉栋.项目管理发展评述.管理评论, 2004Vol.16(2),:59-62
[176]崔杰.企业战略资源的评估.中外企业家, 2004,(06)
[177]杜胜利.没有控制系统就没有执行能力——构建基于执行力的管理控制系统.管理世界, 2004,(10)
[178]冯向东.浅谈企业的执行力.经济前沿, 2005,(01)
[179]傅道春.论市场竞争和资源稀缺条件下的企业项目群管理.财政研究, 2005,(05)
[180]高红岩.项目组织的战略转型模式.管理现代化,2006(04)
[181]葛宝山,贾宝强,张红.基于项目管理视角的营销管理创新.管理现代化, 2005,(03)
[182]桂维民,杨乃定,姜继娇.基于战略视角的企业项目管理模式研究.中国软科学,2004(5): 78-81
[183]郭长有,陈军.基于信息化建设的项目群管理模式研究.管理工程学报, 2005(S1)
[184]郭亮.企业战略实施管理研究.特区经济,2005.9
[185]郭志刚.社会统计分析方法SPSS软件应用.中国人民大学出版社, 1999, (2): 92-93
[186]何跃,曾智洪.关于企业提升执行力的后现代整体观思考.湖南师范大学社会科学学报, 2005,(03)
[187]胡笑寒,万迪昉.战略控制方法与管理控制方法的比较及发展研究.预测, 2003,(04)
[188]李成标,牛永兰,徐定安.项目群选择的目标规划模型.工业技术经济,1996,(03)
[189]李春好.企业战略投资项目的选择模型.管理现代化,2002(06)
[190]李相银,胡希.基于执行的企业战略管理研究.企业管理, 2004(7):56-57
[191]梁江,刘冀生.试论战略管理学科的研究框架及发展趋势.中国软科学. 2002(6):63-66
[192]林俊杰.平衡计分卡导向战略管理.北京:华夏出版社.2003 .10: 4
[193]林跃勤.如何提高企业战略执行力.科学决策,2006(03)
[194]刘国靖,孙林岩.项目选择与确定过程中的风险管理研究.研究与发展管理, 2003,(06)
[195]刘冀生.企业战略管理(第2版)[M].北京:清华大学出版社,2003
[196]刘庆元,刘宝宏.战略管理:分析、制定与实施[M].大连:东北财经大学出版社, 2001
[197]刘雪,张阳.战略实施资源的动态匹配研究.现代管理科学.2006(02)
[198]柳茂平.战略本质与企业战略内在层次结构.南开管理评论,2003(01)
[199]龙正平,夏健明.基于风险的企业战略控制系统.南开管理评论, 2006,(03)
[200]卢养劳.战略执行比制定更重要——对我国重工业企业战略执行的思考.中国机电工业.2006(2): 80-82
[201]马旭晨.浅议企业多项目管理与企业战略管理.管理工程学报,S1, 2005,Vol.19:125-128
[202]毛义华,凌金良.技术创新项目组合决策支持系统.数量经济技术经济研究,2000(08)
[203]毛义华.技术创新管理新范式:项目组合管理.数量经济技术经济研究, 2001,(09)
[204]戚安邦.论组织使命战略项目和运营的全面集成管理.科学学与科学技术管理,2004(3):110-113
[205]戚安邦.项目多要素集成管理方法研究.南开管理评论.2002(6)
[206]齐大庆.战略执行与执行力.中国新时代,2004(12): 44-46
[207]齐大庆.中国企业的战略制定与执行.中国新时代, 2005(01):50-51
[208]乔峰,黄培清.企业的战略适应力.企业管理,2004(05)
[209]秦永和,王璐,印猛,邬岚.企业战略执行工具平衡记分卡浅谈.科技进步与对策, 2003,(23)
[210]申作青.中层管理者:提升组织执行力的中坚力量.管理现代化, 2005,(03)
[211]施欣.战略及战略研究的若干基础理论问题研究.管理工程学报,1994 ,8(4) :270 - 273.
[212]苏晋.浅析基于平衡计分卡的战略执行.价值工程.2004 .8
[213]孙海法.领导策略与团队管理.广东:中山大学出版社, 2003: 81-92
[214]孙建中,谢德华,梁凤英.执行力:企业管理成效的关键.经济与管理, 2005,(05)
[215]孙占辉.企业的战略实施.国际经济合作, 2001,(07)
[216]谭云涛,郭波,郑敏.企业多项目管理中的优先排序问题研究.管理工程学报, 2005,(S1) .
[217]唐宗明,陶亚民,仲健心.与企业竞争战略相适应的管理机制的构建.工业工程与管理, 2001,(04)
[218]王恩列.运用现代项目管理知识促进企业战略发展.管理工程学报,2005 S1,Vol.19:163-165
[219]王娟,王成吉.如何提升企业的战略执行力.现代管理科学,2005,(11)
[220]王兰云,张金成.环境视角与战略适应.南开管理评论, 2003,(02)
[221]王启业.执行力—企业实现目标的保障.经济问题, 2005,(10)
[222]王伟光,唐晓华.现代战略管理[M].北京:经济管理出版社, 2006.2: 163
[223]王祎望,杜刚,齐庆祝.项目群管理模式研究.西安电子科技大学学报,2004(14):73-79
[224]王祎望,杜纲,齐庆祝.项目群管理中项目选择方法的研究.工业工程,2004(06)
[225]韦华宁.我国企业战略执行现状调查与分析.商业时代,2005(20)
[226]韦华宁.中国企业战略执行障碍与对策分析.经济问题探索,2005(5)
[227]蔚林巍.项目管理的最新进展.管理工程学报, 2000,(03)
[228]武亚军.90年代企业战略管理理论的发展与研究趋势.南开管理评论, 1999(2)
[229]夏志杰,胡克瑾.基于战略对应的IT项目组合选择模型.计算机工程与应用,2007,(23)
[230]项保华.企业战略理论综述.经济学动态,2000,Vol.12(7):35-38
[231]项保华,张建东.案例研究方法和战略管理研究.自然辩证法通讯,2005,27(5):62-66
[232]肖知兴.蓝海战略如何落地.IT经理世界.2006.8.5
[233]徐华,张德,赵平.管理学[M].北京:清华大学出版社,1998.10:102-107
[234]徐鸣雷,栾庆伟.基于BSC的企业战略实施控制指标体系研究.科学学与科学技术管理,2004,(07)
[235]徐清霞,王永保. BSC—提升企业战略执行力.价值工程,2007,(02)
[236]徐震宇,郭政.战略实施中的组织变革.现代管理科学,2003(10)
[237]杨波,申琼.战略制定与战略实施.管理科学文摘.2006:17-19
[238]杨敏,董纪昌,霍国庆.基于多因素分析的IT项目组合选择模型.管理科学,2006(02)
[239]杨锡怀.企业战略管理.高等教育出版社, 1999: 23-25
[240]杨锡怀,冷克平,王江.企业战略管理:理论与案例.北京:高等教育出版社,2004.4
[241]杨印宝.执行力是企业管理成败的关键.管理科学文摘, 2002,(09)
[242]翟磊,柴立军.项目管理与企业管理主导模式转换研究.管理工程学报, 2005,(S1)
[243]张立军,苏萍.组合管理思想在项目管理中的运用.建筑经济, 2004(9):54-57
[244]张丽华,刘松博.案例研究:从跨案例的分析到拓展现有理论的解释力—中国第二届管理案例学术研讨会综述.管理世界. 2006,(12)
[245]张铁男,程广仁,才华.战略视角下的企业进化能力研究.管理世界, 2006,(10)
[246]张永胜,万威武.战略实施的影响因素分析.商业研究. 2003(20)
[247]张悦玫,栾庆伟.基于平衡计分卡的战略实施框架研究.中国软科学.2003 (2):86-90
[248]赵春明,史建玲.以项目为中心的运营管理.企业管理, 2005(12)
[249]赵晶,朱镇.企业电子商务战略实施关键成功因素的实证研究.清华大学学报(自然科学版).2006(S1)
[250]郑声安.企业战略实施中竞争优势的创造.改革与战略,2006(04)
[251]周辉,刘思峰.论企业战略执行与控制系统优化.现代经济探讨, 2006,(01)
[252]周三多.战略管理思想史.上海:复旦大学出版社,2002.11
[253]祝志明,杨乃定,姜继娇,贾晓霞.企业战略风险识别研究.科研管理,2005,(06)