Abstract：In view of organizational barriers in construction innovation,this paper reviews literatures,and summarizes the cases,and extracts the coordination governance structure under general circumstances.The results show that the coordination governance has two levels:inter-organizational contract governance and cooperation governance between multiple teams.Contract governance includes formal contract governance and relational contract governance.Situational factors,such as risk,transaction cost,social capital,should be taken into account in the allocation of both.Multi-teams cooperation governance is based on the interdependence of tasks among teams,and the structural cooperation governance and relational cooperation governance are rationally allocated according to the degree of interdependence and the formation of interdependence.To achieve efficient integration of resources and improve the quality and efficiency,the matching of different governance dimensions at the same level and the coupling of governance mechanisms at different levels should be considered.
丰静, 王孟钧, 李建光. 重大建设工程技术创新协同治理框架——以港珠澳大桥岛隧工程为例[J]. 中国科技论坛, 2020(1): 41-49.
Feng Jing, Wang Mengjun, Li Jianguang. Coordination Governance of Technological Innovation in Major Construction Project—— Example of Island & Tunnel Project of Hongkong-Zhuhai-Macao Bridge. , 2020(1): 41-49.
[1]FLYVBJERG B.What you should know about megaprojects and why:an overview[J].Project management journal,2014,45(2):6-19. [2]刘慧敏,盛昭瀚,夏国星,等.重大工程技术创新定位与战略选择——以泰州大桥技术创新为例[J].科学技术哲学研究,2014(6):105-109. [3]谢洪涛,王孟钧.重大工程项目技术创新组织障碍生成机理研究[J].中国科技论坛,2010(6):25-36. [4]BROCKMANN C,BREZINSKI H,ERBE A.Innovation in construction megaprojects[J].Journal of construction engineering and management,2016,142(11):0401-6059. [5]GANN D M,SALTER A J.Innovation in project-based,service-enhanced firms:the construction of complex products and systems[J].Research policy,2000,29(7/8):955-972. [6]BARLOW J.Innovation and learning in complex offshore construction projects[J].Research policy,2000,29(7):973-989. [7]DAVIES A,GANN D,DOUGLAS T.Innovation in megaprojects:systems integration at London heathrow terminal 5.[J].California management review,2009,51(2):101-125. [8]CHEN H,SU Q K,ZENG S X,et al.Avoiding the innovation island in infrastructure megaproject[J].Frontiers of engineering management,2018,5(1):109-124. [9]曾赛星,陈宏权,金冶州,等.重大工程创新生态系统演化及创新力提升[J].管理世界,2019,35(4):28-38. [10]DAVIES A,MACAULAY S,DEBARRO T,et al.Making innovation happen in a megaproject:London′s crossrail suburban railway system[J].Project management journal,2014,45(6):25-37. [11]DODGSON M,GANN D,MACAULAY S,et al.Innovation strategy in new transportation systems:the case of crossrail[J].Transportation research part A:policy and practice,2015,77:261-275. [12]盛昭瀚,薛小龙,安实.构建中国特色重大工程管理理论体系与话语体系[J].管理世界,2019,35(4):2-16+51+195. [13]ANSELL C,GASH A.Collaborative governance in theory and practice[J].Journal of public administration research & theory,2008,18(4):543-571. [14]CALANNI J,LEACH W D,WEIBLE C.Explaining coordination networks in collaborative partnerships[C].Chicago:western political science association annual conference,2010. [15]COOPER T L,BRYER T A,MEEK J W.Citizen-centered collaborative public management[J].Public administration review,2006,66:76-88. [16]何水.协同治理及其在中国的实现——基于社会资本理论的分析[J].西南大学学报(社会科学版),2008,34(3):102-106. [17]杨志军.内涵挖掘与外延拓展:多中心协同治理模式研究[J].甘肃行政学院学报,2012(4):16-24. [18]杨清华.协同治理与公民参与的逻辑同构与实现理路[J].北京工业大学学报(社会科学版),2011,11(2):46-50. [19]李辉,任晓春.善治视野下的协同治理研究[J].科学与管理,2010,30(6):55-58. [20]李汉卿.协同治理理论探析[J].理论月刊,2014(1):138-142. [21]吴春梅,庄永琪.协同治理——关键变量、影响因素及实现途径[J].理论探索,2013(3):73-77. [22]郁建兴,任泽涛.当代中国社会建设中的协同治理:一个分析框架[J].学术月刊,2012(8):23-31. [23]中交股份联合体港珠澳大桥岛隧工程项目总经理部.港珠澳大桥主体工程岛隧工程总体施工组织设计[R].珠海:中交股份联合体港珠澳大桥岛隧工程项目总经理部,2011. [24]赵忆宁.大国工程[M].北京:中国人民大学出版社,2018. [25]陈帆,谢洪涛.契约治理对建筑技术创新网络绩效的影响研究[J].土木工程与管理学报,2015(2):60-67. [26]CANIËLS M C J,GELDERMAN C J,VERMEULEN N P.The interplay of governance mechanisms in complex procurement projects[J].Journal of purchasing & supply management,2012,18(2):113-121. [27]POPPO L,ZENGER T.Do formal contracts and relational governance function as substitutes or complements[J].Strategic management journal,2002,23(8):707-725. [28]MACNEIL I R.Contracts:adjustment of long-term economic relations under classical,neoclassical and relational contract law[J].Northwestern university law review,1978,72(6):854-905. [29]刘仁军.交易成本、社会资本与企业网络[D].武汉:华中科技大学,2004. [30]孙元欣,于茂荐.关系契约理论研究述评[J].学术交流,2010(8):117-123. [31]SMYTH H,EDKINS A.Relationship management in the management of PFI/PPP projects in the UK[J].International journal of project management,2007,25(3):232-240. [32]ERIKSSON P E,LAAN A.Procurement effects on trust and control in client-contractor relationships[J].Engineering construction & architectural management,2016,14(4):387-399. [33]严玲,史志成,严敏,等.公共项目契约治理与关系治理:替代还是互补[J].土木工程学报,2016(11):115-128. [34]YANG Z,SU C,FAM K S.Dealing with institutional distances in international marketing channels:governance strategies that engender legitimacy and efficiency[J].Journal of marketing,2013,76(2):41-45. [35]POPPO L,ZENGER T.Do formal contracts and relational governance function as substitutes or complements[J].Strategic management journal,2010,23(8):707-725. [36]MATHIEU J E,MARKS M A,ZACCARO S J.Multiteam systems[M]//ANDERSON N,ONES D S,SINANGIL H K,et al.Handbook of industrial,work and organizational psychology.London:SAGE Publications,2001. [37]肖余春,李伟阳.多团队系统理论及其在现代企业管理中的应用[J].自然辩证法通讯,2012(4):67-72.
2020, 
