论文部分内容阅读
中国石油企业从1993年开始走出国门开展国际化经营,成功实施了一些典型的项目,包括秘鲁塔拉拉项目、委内瑞拉陆湖项目、苏丹1/2/4区项目、哈萨克斯坦阿克纠宾项目、伊拉克鲁迈拉等项目。这些项目的成功实施以及海外大庆的建设,显现了中国石油企业国际化经营的成效,锻炼了队伍、积累了国际化项目管理经验、提高了中国石油的国际形象,也增强了企业进一步开展国际化运营、寻求海外更大发展的信心。但是,中国石油企业从事近20年的国际化经营,并非一帆风顺,其中影响、制约国际化经营的国际政治、经济、法律、文化、社会等因素远比国内复杂。面对未来,这些不利因素依然存在,而且不断演化、日益错综复杂,影响着企业
Since 1993, Chinese petroleum enterprises have gone abroad for international operations and successfully implemented some typical projects, including the Talara Project in Peru, the Luhu Project in Venezuela, the 1/2/4 Sudan Project and the Aktobe Project in Kazakhstan , Iraqi Rumaila and other projects. The successful implementation of these projects and the construction of overseas Daqing show the achievements of Chinese oil companies in their international operations, have trained their teams and accumulated experience in international project management, have enhanced CNPC’s international image and enhanced its internationalization Operate and seek confidence in greater overseas development. However, the Chinese oil companies engaged in international operations for nearly 20 years are not always easy to find. Influencing factors such as international politics, economy, law, culture and society that affect international operations are far more complicated than domestic ones. Faced with the future, these unfavorable factors still exist, and continue to evolve, increasingly complex, affecting the business