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随着“一带一路”战略构想的提出,国内建筑企业投身海外市场的热情空前高涨。在抢搭政策快车的同时,“走出去”面临的风险不容忽视。但如何有效控制这些风险,我们现在掌握的工具仍然有限。借鉴欧美发达国家同行企业在规避风险方面的成熟经验,业内打造“小、轻、新”型(小团队、轻资产、新模式)海外机构、拓展产业链前端业务的声音越来越强。这就要求我们加速完成由劳务输出型向知识输出型企业的转变,属地化经营因此成为必由之路。
With the proposed “Belt and Road” strategic concept, the enthusiasm of domestic construction enterprises to invest in overseas markets has been on an unprecedented rise. Riding on the policy fast car at the same time, “going out ” the risk facing can not be ignored. But how to effectively control these risks, the tools we now have are still limited. Drawing on the mature experience of the developed countries in Europe and the United States in avoiding risks, the industry is creating more and more “small, light and new” overseas organizations (small teams, light assets and new models) and expanding the front-end business in the industry chain . This requires that we accelerate the transformation from labor export-oriented to knowledge-exporting enterprises. Therefore, the operation of territorialization is the only way.