基于SNA的重大工程项目冲突驱动因素研究
摘要：重大工程项目的复杂性导致其冲突问题难以解决。将冲突驱动因素作为研究对象，通过文献研究和访谈识别出21个冲突驱动因素，运用SNA方法构建冲突驱动因素网络模型，并就其网络结构、各因素在网络中的地位进行分析，研究结果发现，整体上关系因素对重大工程项目冲突影响力较强；财务状况、资源掌握、项目组织众多、合同执行也是冲突驱动因素网络中较为关键的因素。最后针对冲突驱动因素，提出管控策略。
关键词：重大工程项目冲突驱动因素社会网络分析
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[3] Liu J Y，Chen H，Chen C C，etal.Relationships among interpersonal conflict，requirements uncertainty，and software project performance[J].International Journal of Project Management，2011(5)：547-556.
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[7] Harmon K.Conflicts between Owner and Contractors：Proposed Intervention Process[J].Journal of Management in Engineering，2003(3)：121-125.
[8] Adnan H，Shamsuddin S M，Supardi A，etal.Conflict prevention in partnering projects[J].Procedia-Social and Science，2012(1)：77-89.
[9] Kwon H D，Lippman S A，Tang C S.Optimal time-based and cost-based coordinated project contracts with unobservable work rates[J].International Journal of Production Economics，2010(2)：247-254.
[10] Wu G，Zhao X，Zuo J.Effects of inter-organizational conflicts on construction project added value in China[J].International Journal of Conflict Management，2017(5)：695-723.
[2] 王德东，傅宏伟.关系治理对重大工程项目绩效的影响研究[J].建筑经济，2019(4)：63-68.
[3] Liu J Y，Chen H，Chen C C，etal.Relationships among interpersonal conflict，requirements uncertainty，and software project performance[J].International Journal of Project Management，2011(5)：547-556.
[4] Camelo-Ordaz C，Garcia-Cruz J，Sousa-Ginel E.Antecedents of relationship conflictin top management teams[J].International Journal of Conflict Management，2014(2)：124-147.
[5] Suprapto M，Bakker H L M，Mooi H G，etal.How do contract types and incentives matter to project performance?[J].International Journal of Project Management，2016(6)：1071-1087.
[6] Al-Sibaie E Z，Alashwal A M，Abdul-Rahman H，etal.Determining the relationship between conflict factors and performance of international construction projects[J].Engineering，Construction and Architectural Management，2014(4)：369-382.
[7] Harmon K.Conflicts between Owner and Contractors：Proposed Intervention Process[J].Journal of Management in Engineering，2003(3)：121-125.
[8] Adnan H，Shamsuddin S M，Supardi A，etal.Conflict prevention in partnering projects[J].Procedia-Social and Science，2012(1)：77-89.
[9] Kwon H D，Lippman S A，Tang C S.Optimal time-based and cost-based coordinated project contracts with unobservable work rates[J].International Journal of Production Economics，2010(2)：247-254.
[10] Wu G，Zhao X，Zuo J.Effects of inter-organizational conflicts on construction project added value in China[J].International Journal of Conflict Management，2017(5)：695-723.
Research on Conflict Driving Factors of Megaprojects Based on SNA
Abstract: The complexity of megaprojects makes it difficult to solve their conflicts.This paper takes the conflict driving factors as the research object，and dentifies 21 conflict driving factors through literature research and interviews.Then builds the network model of conflict driving factors by SNA method，and analyzes the network structure and the position of each factor in the network.The results show that relation factors have greater impact on conflict driving of megaprojects，factors named financial conditions，resources，many project organizations and contract implementation are the key factors in the network.Finally，puts forward control measures for the conflict driving factors.
Keywords: megaprojects; conflict driving factors; social network analysis
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