The cumulative power of incremental innovation and the role of project sequence management

In innovation and project management studies incremental development projects are perceived as theoreticlly and organisationally uninteresting. By means of a longitudinal study of product improvement projects at an automobile firm, this paper challenges such views and shows how the cumulative impact of the studied sequence resulted in a competitive repositioning of the company's product portfolio during a financially difficult period. Project managers achieved this by transcending the separation between exploration and exploitation projects; they not only adhered to time, cost and quality goals but also tried out new ways of testing and experimenting with controversial technical ideas. The paper analyzes the intensive inter project learning that generated these ambidextrous capabilities and emphasizes that practices at the project-level need to be buttressed by expanded management learning and capability development also at the sequence level.     

Task difficulty and team diversity on team creativity: Multi-agent simulation approach

Organizational structures are complex and vary according to sector, field, and type of business or service. In order to be effective, an organization needs to tailor its activities to the environment in which is it located. Based on contingency perspectives, this study is focused on investigating effective ways to design team diversity and maximize team creativity according to task difficulty levels. Considering the organizational team member as an agent, the study employed a multi-agent simulation method to understand the progress of creative manifestation, by observing the exploration and exploitation activity of team members over certain periods of time. The results first reveal that the level of team diversity influences the amount of creativity manifested by team members’ activities, such as exploration and exploitation. Second, managers have to properly facilitate either exploration or exploitation depending on task difficulty by striking a balance between them.     

关于我国矿产资源利用现状及未来发展的战略思考

矿产资源是社会经济发展的重要物质基础，阐述了我国矿产资源的开发利用现状及存在的问题，分别从社会发展阶段、国家整体科技水平和我国矿产资源分布特点三个方面分析了导致矿产资源不合理开发利用的客观原因，最后提出要站在战略的高度，坚决关闭小矿山，保护环境，完善矿业法律制度，加快技术进步，实施全球战略，树立矿业强国的思想，从而确保我国矿产资源的可持续发展。     

矿井煤炭资源开发与管理保护

本文介绍了晋华宫矿在煤炭开采实践中的经验，提出了矿井在煤炭资源开发与管理保护方面的一些手段和方法。     

矿产资源及其开采条件风险层次模糊综合评判模型

矿产资源及其开采条件风险是矿业项目投资风险之根源．因此。分析了矿业项目投资风险时，合理估计矿产资源及其开采条件风险是至关重要的。针对矿产资源及其开采条件风险评价难以做到客观、全面、精确的问题，提出了矿产资源及其开采条件风险的模糊综合评判方法，建立了系统、全面的矿产资源及其开采条件风险评价指标体系，运用AHP法构建了风险评价的递阶层次结构，递阶层次分为3层：目标层、准则层（主因素层）和指标层（子因素层），并通过两两比较求出各指标的权重，进而建立了适用于矿产资源及其开采条件风险定量评价的多级模糊综合评判数学模型。     

城市地下水开发利用管理图集编制方法初探——以武汉市及东西湖区为例

本文利用城市地下水开发利用管理图集,全面系统地反映城市供水状况、地下水开采现状、地下水赋存的地质环境、资源量、质量,提出地下水资源开发利用管理的工作程序和对策,展示了地下水资源的分布、开发利用、规划和管理的全过程。探讨了城市地下水开发利用管理图集的编制方法。     

江西铜矿资源的赋存特征及开发利用

江西省境内有丰富的铜矿资源，作者归纳分析了江西的铜资源成矿区，矿床类型及赋存特点，叙述了江西大型铜矿山的资源开发和利用现状，并对今后合理开发铜矿资源提出了对策和应采取的措施。     

二峰山铁矿尾矿开采安全技术论证

我国年产铁矿尾矿1．3亿t，但利用率不足10％，不仅占用大量土地，危及环境与安全，而且造成资源上的严重浪费。目前，不少矿山都在开展尾砂利用工作，但尾砂开采对尾矿库的稳定性、尾砂排放及排洪条件等方面都有较大影响，具有较高的安全技术要求，尤其应降低坝体浸润线，确保其安全。二峰山在尾矿库尾砂开采实施前进行了安全技术论证，提出了合理的尾砂开采方案。     

21世纪前期新疆油气资源开发战略探讨

根据我国油气资源面临的供需矛盾和新疆油气资源状况以及开发态势,认为新疆将成为我国陆上油气资源的战略接替区。进而依据此目标并针对目前开发中存在的问题,提出了21世纪前期新疆油气资源开发的战略对策：加强资源的勘探开发;实现开发领域的技术创新;积极拓展中亚市场,构建地下“油气大陆桥”;加强战略规划和管理;注重环境保护。     

Exploration and exploitation in project-based organizations: Development and diffusion of knowledge at different organizational levels in construction companies

Management studies highlight the importance of an organization's capability to both exploit existing knowledge and technologies for short-term profits and also explore new knowledge and technologies to enhance long-term innovation. Although this paradox recently has received escalating interest in management research, studies dealing with project-levels and project-based organizations (PBOs) are scarce. This conceptual paper discusses how PBOs in the construction industry can manage the exploration/exploitation paradox at different organizational levels. Short-term project focus and decentralization inhibits learning from one point in time and space to another, making it easier to reap the benefits of exploitation than of exploration. Current structural and sequential separation of exploration and exploitation activities at business unit, project portfolio, and project levels do not solve the paradox, due to lack of integrating mechanisms. Hence, PBOs in the construction industry may suffer from inadequate extent of exploration, while the extent of exploitation is not reaching its potential. Cooperative procurement procedures can serve as a basis for facilitating both exploration and exploitation of knowledge and technologies in construction projects.