CAJ | 학술논문

项目管理理论认为，战略可以通过项目管理机制得以实施，但多数文献对项目管理机制在业务战略和企．业绩效之间的作用机理缺乏系统的研究。本研究把“项目管理办公室”、“项目群管理”、“阶段门审查”等项目管理机制作为中介变量，引入到业务战略对企业绩效的影响过程中。研究发现，三种项目管理机制都对低成本战略一企业绩效有显著的中介效应，项目管理办公室对差异化战略-企业绩效有显著的中介效应，从而证实了项目管理机制在不同程度上可以作为战略实施的有效方式。
항목관리이론인위，전략가이통과항목관리궤제득이실시，단다수문헌대항목관리궤제재업무전략화기．업적효지간적작용궤리결핍계통적연구。본연구파“항목관리판공실”、“항목군관리”、“계단문심사”등항목관리궤제작위중개변량，인입도업무전략대기업적효적영향과정중。연구발현，삼충항목관리궤제도대저성본전략일기업적효유현저적중개효응，항목관리판공실대차이화전략-기업적효유현저적중개효응，종이증실료항목관리궤제재불동정도상가이작위전략실시적유효방식。
The purpose of this study is to provide theoretical and empirical evidence for project-based strategy-implementation theory, as well as to supply a reference for managers who are puzzled by the difficulty of strategy implementation in practice. According to strategy implementation based on project management theory, strategy could be implemented through the project management mechanism. However, few empirical studies have examined how project management mechanisms act as mediators between business strategy and corporate performance. This study divides business strategies into low cost strategies and differentiation strategies, and introduces three project management mechanisms - project management office （PMO）, program management （PgM）, and gate review （GR） - to be the tools of the implementation strategy. We then test the significance of project management mechanisms as mediators between business strategy and enterprise performance. The results show that project management mechanisms, to some degree, can play a role in implementing strategy and lead to good performance. That is, PMO, PgM and GR significantly mediate the influence of a low-cost strategy on corporate performance, and PMO is a significant mediator between differentiation strategy and performance. Therefore, it is necessary for enterprises to develop project management mechanisms to implement business strategies. This study also shows that the roles of project management mechanisms are different in the cases of a low-cost strategy and a differentiation strategy：（1） the correlations between low-cost strategy and project management mechanisms are all positively significant while there is no significant relationship between differentiation strategy and project management mechanisms; （2） all three project management mechanisms meditate the influence of a low-cost strategy on corporate performance, while only PMO meditates the influence of a differentiation strategy; （3） PMO totally meditates the influence of a low-cost strategy on corporate performance, while it only partially mediates the influence of a differentiation strategy on corporate performance. The three comparisons above imply that project management mechanisms could be more suitable for the implementation of a low-cost strategy, rather than for a differentiation strategy.