民营建筑企业项目团队核心利益相关者冲突管理研究

发布时间：2018-09-01 13:13

【摘要】：近年来,伴随我国新型城镇化进程不断加深,建设规模持续增长,我国已成为世界上最大的工程项目建设市场,那么项目管理的发展越来越重要,但项目团队中普遍存在的冲突现象严重阻碍了项目管理的发展,虽有关项目团队冲突管理的研究很丰富,但针对项目团队核心利益相关者这个细分领域进行研究的很少,而且还有很多关键问题未理清,比如项目团队核心成员冲突的主要影响因素有哪些,因素之间的相互影响关系如何,哪些是关键影响要素,冲突产生的机理等,这些问题导致项目经理不能有的放矢进行冲突管理,从根源解决项目团队核心成员冲突问题,因此对项目团队核心利益相关者的冲突问题展开研究就成了一个有意义的问题。本论文的主要工作有：采用文献调研法结合两轮德尔菲法梳理冲突成因要素：使用ISM方法研究冲突产生机理,并使用案例实证冲突机理的实用性；使用DEMATAL方法寻找冲突的关键影响因素。具体研究内容如下：(1)通过文献调研法初步得到13个冲突影响因素,再结合德尔菲法对16位项目团队核心利益相关者进行两轮专家咨询,根据专家意见重新梳理得到12个冲突主要影响因素;(2)应用ISM方法研究12个冲突影响素之间的相互影响关系,构造了冲突影响因素的系统结构,研究冲突产生的机理；(3)应用DEMATEL方法分析12个冲突影响因素中心度、原因度,提炼影响冲突产生及升级的关键要素。通过对项目团队核心利益相关者的冲突问题的研究,笔者得出以下结论：(1)通过ISM与DEMATEL分析,笔者得到引起项目团队冲突的5个根本因素：责、权、利、风险划分不清晰(F1)、价值观(F3)、角色期望偏差(F5)、个性差异(F7)、任务依赖(F12)。通过DEMATEL提炼的中心度要素有：沟通意愿(F8)、沟通过程(F9)、理解偏差(Flo)(2)通过ISM分析,笔者得到五种冲突根本影响因素如何通过中间要素对冲突产生作用的具体过程,并用民营装饰装修企业团队冲突过程案例实证冲突形成机理的合理性。(3)项目经理可以采取的冲突管理措施有：1)作为项目经理,要挑选价值观差异小,个性相似,任务高度依赖的团队成员；2)项目经理帮助项目成员定位项目角色；3)尽量平衡划分权、责、利、风险；4)建立冲突监控反馈方法,若项目核心成员之间出现沟通意愿极不强烈、沟通过程很不顺畅、出现理解偏差、目标严重不一致的情况,则反思引起冲突的五个根本要素是否妥善处理,从根源解决冲突问题。本研究结合当前建筑施工企业项目团队的冲突关键性问题,做出了一些研究,对解决这类问题有一定的参考价值。
[Abstract]:In recent years, with the deepening of the new urbanization process and the continuous growth of the construction scale, China has become the largest construction market in the world, so the development of project management is becoming more and more important. However, the widespread conflict phenomenon in the project team seriously hinders the development of project management. Although the research on project team conflict management is very rich, there is little research on the project team core stakeholder subdivision area. There are also many key issues that remain unresolved, such as what are the main factors that affect the conflict among the core members of the project team, how the factors affect each other, what are the key influencing factors, the mechanism of the conflict, and so on. These problems lead to the project manager can not focus on conflict management and solve the conflict problem of the core members of the project team from the root, so the research on the conflict problem of the core stakeholders of the project team becomes a meaningful problem. The main work of this thesis is as follows: combing the factors of conflict with literature research and two rounds of Delphi method: using ISM method to study the mechanism of conflict and using case to demonstrate the practicability of conflict mechanism; DEMATAL method is used to find the key factors of conflict. The specific contents of the study are as follows: (1) through literature research, 13 conflict influencing factors were preliminarily obtained, and then 16 core stakeholders of project team were consulted by Delphi method for two rounds of expert consultation. According to the expert opinion, 12 main conflict factors are obtained. (2) the ISM method is used to study the interaction between the 12 conflict factors, to construct the system structure of the conflict influencing factors, and to study the mechanism of the conflict. (3) DEMATEL method is applied to analyze the centrality and causation of 12 conflict factors, and to refine the key factors that affect the conflict generation and escalation. Through the research on the conflict of the core stakeholders of the project team, the author draws the following conclusions: (1) through the analysis of ISM and DEMATEL, the author obtains five basic factors that cause the conflict of the project team: responsibility, right, benefit, and so on. Risk division was unclear (F1), values (F3), role expectation bias (F5), personality differences (F7), and task dependence (F12). The central factors extracted by DEMATEL are: communication intention (F8), communication process (F9), understanding deviation (Flo) (2. Through ISM analysis, the author gets the concrete process of how five basic factors of conflict influence the conflict through intermediate factors. The rationality of conflict formation mechanism in the conflict process of the private decoration and decoration enterprise team is demonstrated. (3) the conflict management measures that the project manager can take are: 1) as the project manager, the value difference is small and the personality is similar. Project managers help project members position project roles 3) balance power, responsibility, benefit and risk as far as possible) establish conflict monitoring and feedback methods. If there is a very weak willingness to communicate among the core members of the project, the communication process is not smooth, there is a deviation of understanding, and there is a serious discrepancy in objectives, then the five essential elements that cause the conflict are properly dealt with. Address the root causes of conflict. This study combines the key problems of project team conflict in construction enterprises and makes some research, which has some reference value to solve this kind of problems.
【学位授予单位】：云南大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.92

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