Study On Strategic Integration For Project-oriented Company

Along with gradually maturity and progressive permeation of project managementin the enterprise management, project-oriented company is attracting more and moreattention. Project-oriented company is a kind of enterprise which is based on project andachieves corporate strategic objectives by completing the projects. The uniquecharacteristics of project-oriented company and multiple projects running at the sametime bring great pressure to the enterprise management and organizational structure, andalso some problems appeared, such as, inharmonious of the enterprise resourceconfiguration, chaotic of the enterprise strategy implementation and the lowperformance of project team. It is extremely urgent to do the strategic integration forproject-oriented company, which can offer references for the direction of the enterpriseoverall strategy and the steady support for gaining enterprise competitive advantage.The thesis studies on the strategic integration for project-oriented company byusing the literature review method, theoretical analysis, modeling method, and caseanalysis. Firstly, on the basis of summarizing theoretical researches of project-orientedcompany and strategic integration, the strategic integration of project-oriented companyis selected as the research perspective. Secondly, by summarizing the present situation,problems and causes of the strategy implementation of project-oriented companies inour country, and according to the collaborative relationship between projectmanagement and enterprise strategy, the target system for project-oriented companystrategy is built, and the basic requirement of enterprise strategy is pointed out. Then, byintroducing the concept of integration into project-oriented company strategy andfocusing on analyzing motivation, principles and elements of the strategic integration ofproject-oriented company, a strategic integration model which is suitable forproject-oriented company is built, and the strategic integration tactics are discussed. Atlast, the strategic integration model and corresponding tactics are examined further bythe analysis of a case.In this study, we find that the project-oriented company of our country has a uniqueenvironment, and the organizational structure, organizational culture and managementcapabilities which conform to the situation in China, so the strategic integration of theproject-oriented company should be based on the status of the China’s enterprises.Throughout the implementation process of the project-oriented company’s strategy,paying attention to the role of project manager, rationally utilizing project portfolio management, and playing the role of feedback of project executor should be introducedto ensure a smooth implementation of the project-oriented company’s strategy.Meanwhile, the analysis shows that the strategic integration of project-orientedcompany is necessary.When building strategic integration model of project-oriented company, we startfrom the level of orientation and execution, and expounded fifteen constituting elementswhich are contained in six modules (including company direction, marketing,organizational structure, organizational culture, company resources, companycapabilities). Then, the synergistic effects between module and module, and betweenelement and element are described. At last, seven strategic integration tactics (includingproject resources linkage strategy, enterprise strategic alliance strategy, horizontalmergers and acquisitions strategy, integrated marketing communication strategy,balanced score card strategy, combination innovation strategy, brand symbiosis strategy)are further discussed.