DOCSLIB.ORG

Enabling Projects for Strategic Implementation: Role of Designated Project Manager in CEO-TMT Interface During Project Front-End Investment Decisions

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Enabling Projects for Strategic Implementation: Role of Designated Project Manager in CEO-TMT Interface During Project Front-End Investment Decisions ARTICLE IN PRESS JID: JPMA [m5GeSdc; May 27, 2021;8:20 ] International Journal of Project Management xxx (xxxx) xxx Contents lists available at ScienceDirect International Journal of Project Management journal homepage: www.elsevier.com/locate/ijproman Enabling projects for strategic implementation: Role of designated project manager in CEO-TMT interface during project front-end investment decisions Xiaotian Yang a, Bei He a, Linzhuo Wang b, Miao Yu b,∗, Fangwei Zhu b a Graduate School of Commerce, Waseda University, 1-104 Totsukamachi, Tokyo, Shinjuku-ku, Japan b School of Economics and Management, Dalian University of Technology, No. 2 Linggong Road, Dalian, Ganjingzi District, China a r t i c l e i n f o a b s t r a c t Keywords: This study explores how the designated project manager (DPM) deals with the CEO-top management team (TMT) Project manager interface to enable projects for strategic implementation. During the project front-end investment decision, their CEO-TMT interface respective key capabilities in Awareness-Motivation-Capability phases are analyzed through a case study. The Project front-end investment decision evidence showed that the DPM indeed plays a key role in the CEO-TMT interface in the process. He/she plays the Capability role of a communicator in the interface in the motivation phase by the observing, networking, and information- Project governance searching capabilities, and plays the role of an integrator in the interface in the capability phase by the coordi- nating and reconfiguring capabilities. Beside, he/she helps the project owner play the role in developing project business cases aligned with strategic development. It enriches project governance theory, identifies the DPM’s role in the project front-end decision-making process before project commencement, and enriches the upper echelons theory into project management fields. 1. Introduction and knowledge, which might result in knowledge fault lines and inef- fective communication in the CEO-TMT interface ( Georgakakis, Greve Although projects have been well managed as a result of re- & Ruigrok, 2017 ; Simsek, Heavey & Fox, 2018 ). During project front- search on project management, their support for organizational strat- end investment decisions, the CEO concerns with project target benefits egy implementation is still challenging ( Meredith & Zwikael, 2020 ; that contribute to the strategic implementation and long-term organiza- Musawir, Serra, Zwikael & Ali, 2017 ). It has been reported that most tional performance improvement ( Zwikael et al., 2018 ). The other TMT project-based organizations still could not achieve strategic benefits members are primarily responsible for providing effective organiza- from their projects ( PMI, 2016 ). Recent studies indicate that failing tional support practices for developing business cases ( Zwikael & Mered- to achieve strategic benefits predominantly stems from the project ith, 2019b ). The different concerns between the CEO and TMT mem- front end stage ( Musawir et al., 2017 ; Zwikael & Meredith, 2019a , bers call for a liaison role in the CEO-TMT interface during the project 2019b ; Zwikael, Chih & Meredith, 2018 ). Although aligning projects investment decision ( Georgakakis, Heyden, Oehmichen & Ekanayake, with organizational strategy has been always the focus of project gover- 2019 ; Lin & Rababah, 2014 ), given that their interaction can affect the nance research, further research is needed to clarify how the project decision-making process and output concerning the project’s contribu- is represented at the strategic level from the project front-end stage tion to strategic implementation. ( Musawir, Abd-Karim & Mohd-Danuri, 2020 ). Not only CEO and TMT members are involved in the project front- To enable projects to promote the strategic implementation, the top end decision-making process, but also project stakeholders are usu- management team (TMT) must translate organizational strategy down in ally involved due to different interests’ requirements ( Meredith & the project business case during project front-end investment decisions Zwikael, 2020 ; Wang, Xu & Li, 2009 ). Some practices in project-based ( Zwikael & Meredith, 2019b ). Considering with the key role of TMT, firms indicated that the designated project manager (DPM), as one of we noticed that typical upper echelons studies that treat the CEO as the most important stakeholders, is more or less called on to involve in being part of the TMT ( Peterson, Smith, Martorana & Owens, 2003 ) ig- the project front-end work such as information gathering, consulting re- nore that the CEO and TMT members have essentially different concerns lated project experience and feasibility analysis, although the DPM has ∗ Corresponding author. E-mail addresses: [email protected] (X. Yang), [email protected] (B. He), [email protected] (L. Wang), [email protected] (M. Yu), [email protected] (F. Zhu). https://doi.org/10.1016/j.ijproman.2021.05.001 Received 20 May 2020; Received in revised form 6 May 2021; Accepted 7 May 2021 Available online xxx 0263-7863/© 2021 Elsevier Ltd, APM and IPMA. All rights reserved. Please cite this article as: X. Yang, B. He, L. Wang et al., Enabling projects for strategic implementation: Role of designated project manager in CEO-TMT interface during project front-end investment decisions, International Journal of Project Management, https://doi.org/10.1016/j. ijproman.2021.05.001 ARTICLE IN PRESS JID: JPMA [m5GeSdc; May 27, 2021;8:20 ] X. Yang, B. He, L. Wang et al. International Journal of Project Management xxx (xxxx) xxx not been formally appointed as the project manager ( Aldaghlas, Hui & 2.1. Project governance and project front-end investment decisions Duffield, 2020 ; Andalib, Tavakolan & Gatmiri, 2018 ; Söderberg, 2020 ). However, the role and capability of the DPM during the project front- Projects have been increasingly recognized as vehicles for strat- end decision are rarely explained and even denied in extant academic egy implementation in project-based firms ( Musawir et al., 2020 ; literature. It is generally believed that the project manager plays a role PMI, 2016 ). Aligning projects with organizational strategy has been after the project is formally established and his/her capability and role always considered as an important function of project governance are inadequacy to be involved in the TMT’s decision-making ( Meredith ( Musawir et al., 2020 ). Extending from corporate governance, project & Zwikael, 2020 ; Zwikael, Meredith & Smyrk, 2019 ). This deviation be- governance literature widely uses agency theory to explain the rela- tween practices and academic literature motivates a further investiga- tionship between the project owner and manager and how to control tion on the unique role of the DPM in the project investment decision- the project manager to act in the interests of the project owner (orga- making process, which will refer to a series of issues, such as how the nizational strategic goals) ( Biesenthal & Wilden, 2014 ; Müller, Drouin CEO, TMT and DPM interact with each other, whether the DPM plays a & Sankaran, 2019 ). Project governance is to develop functions that role in the CEO-TMT interface, and what capabilities they need to en- guide the project manager’s behaviors and project management activ- sure that a project business case promotes the strategic implementation ities for ensuring that projects achieve the business case and strate- through their interaction. Hence, research questions are generated in gic benefits, in turn supporting the organizational strategy implemen- this study. tation ( Musawir et al., 2017 ; PMI, 2016 ; Zwikael & Smyrk, 2015 ). Prior literature has attempted to provide some guidelines regarding RQ1. How do the CEO, TMT, and DPM, with their diversified ca- how project governance is set up to enable the strategy implemen- pabilities, achieve effective interaction during the project front-end tation through projects, such as selecting the right projects ( Too & process to enable projects to be a way to strategic implementation? Weaver, 2014 ), translating organizational strategy to project strategy ( Morris & Jamieson, 2005 ) and ensuring that expected benefits are re- RQ2. How does the DPM’s capability impact the CEO-TMT interface alized ( Musawir et al., 2017 ; Zwikael & Smyrk, 2015 ). However, the in- in the project front-end investment decision-making process? herent challenges including the difference in perspectives between the top management level and the project level and the difficulty of accu- To further understand this interaction, the project investment rately measuring a project’s final contribution to organizational strategy decision-making process should first be analyzed. This process should are not fully resolved ( Musawir et al., 2020 ). This calls for a new guide- emphasize the awareness of opportunities and the balance of ex- line on project governance including advancing the governance focus to ternal competition and internal capability, especially competitive the project front-end stage and allowing project managers to understand analysis in bidding ( Wang et al., 2009 ). Thus, in this study, the the strategic goals in top management level as early as possible. Awareness-Motivation-Capability (AMC) competitive dynamic frame- Project front-end investment decisions has been suggested to be put work ( Chen, Su & Tsai, 2007 ) was tentatively considered a theoretical emphasis ( Zwikael et al., 2018 ). As realizing a new business opportu- lens to analyze
Load more

Recommended publications
  • Tuberculosis-Related Stigma and Its Determinants
    Chen et al. BMC Public Health (2021) 21:6 https://doi.org/10.1186/s12889-020-10055-2 RESEARCH ARTICLE Open Access Tuberculosis-related stigma and its determinants in Dalian, Northeast China: a cross-sectional study Xu Chen, Liang Du, Ruiheng Wu, Jia Xu, Haoqiang Ji, Yu Zhang, Xuexue Zhu and Ling Zhou* Abstract Background: The stigma of tuberculosis (TB) poses a significant challenge to TB control because it leads to delayed diagnosis and non-adherence. However, few studies on TB-related stigma have been completed in China. The aim of the current study was to explore the status of TB-related stigma and its associated predictive factors among TB patients in Dalian, Northeast China. Methods: An institution-based, cross-sectional survey was conducted among outpatients at Dalian Tuberculosis Hospital in Liaoning Province, Northeast China. Data were collected by using a questionnaire that measured TB- related stigma, treatment status, anxiety, social support, doctor-patient communication and so on. A multiple linear regression model was used to determine the predictors of TB-related stigma. Results: A total of 601 eligible participants were recruited. The mean score for TB-related stigma was 9.07, and the median score was 10. The average scores for anxiety, social support and doctor-patient communication were 4.03, 25.41 and 17.17, respectively. Multiple linear regression analysis revealed that patients who were female (β = 1.19, 95% CI: 0.38–2.01, P < 0.05), had self-assessed moderate or severe disease (β = 1.08, 95% CI: 0.12–2.03 and β = 1.36, 95% CI: 0.03–2.70, respectively, P < 0.05), and had anxiety (β = 0.38, 95% CI: 0.30–0.46, P < 0.001) were more likely to have a greater level of TB-related stigma than their counterparts.
    [Show full text]
  • Summary on Marine and Coastal Protected Areas in NOWPAP Region
    Summary on Marine and Coastal Protected Areas in NOWPAP Region (NOWPAP DINRAC, March 2010) 1. Overview This summary is based on the Database on Coastal and Marine Nature Reserves in the Northwest Pacific Region (NowpapNatureReserve, http://dinrac.nowpap.org/NowpapNatureReserve.php) which is developed and maintained by NOWPAP DINRAC. The data was collected and provided by the National Focal Points of DINRAC started from 2006 and updated periodically. The WDPA (World database of protected areas, http://www.wdpa-marine.org), and the Ramsar Sites Database (http://ramsar.wetlands.org) were also taken as reference. The summary intends to give an overview and understanding on current situation of marine and coastal protected areas (MPAs) in NOWPAP region. The MPAs - marine and coastal protected areas comprise the nature reserves, national parks, wetland protected areas (Ramsar Sites) in NOWPAP Region. The sea area mainly covers the Yellow Sea and Eastern Area of NOWPAP region. Based on the existing data, there are total 87 MPAs in NOWPAP region covers an area of 4,090,046ha (Table 1 to Table 3). The earliest MPA was established in October 1916 and the latest was in August 2007 (Table 4). The smallest area is 10ha in Japan and largest area is 909,000ha in China (Table 5). Statistics tables and figures below are conducted on number, area, protected level, protected type and protected objectives (species) for MPAs in NOWPAP (Table 6 and Fig.1 to Fig.5). The list (List 1) and the location of the MPAs (Map 1) are listed individually. 2. Statistics Table 1. Number of MPAs in NOWPAP Region by Country Level Protected Type Country Total Wild Municipal/ Natural Nature Number National Provincial animal and County ecosystem heritage plant China 20 9 5 6 15 17 17 Japan 31 17 14 0 31 31 20 Korea 22 22 0 0 22 20 13 Russia 14 7 7 0 14 14 7 Region 87 55 26 6 82 82 57 1 Table 2.
    [Show full text]
  • Environmental Health and Justice Supplemental Figures (PDF)
    Journal of Environmental Health June 2018, Volume 80, Number 10 E-Journal Article: Environmental Health and Justice in a Chinese Environmental Model City Supplemental Figures Supplemental Figure 1 Dalian’s location in China (A), Dalian’s administrative division (B), and former Jinzhou’s administrative division (C) including 24 townships, major polluters, the Dengshahe River, landfill areas, garbage dumps, and rural-urban divisions, based on a map compiled by Jinzhou New District Bureau of Development and Reform (unpublished data). The construction of Dengshahe Industrial Park started in 2006 when a major polluter, Dalian Steel, relocated from the Ganjingzi District and expanded at the new site. Smaller polluters associated with steel production followed, including Air Liquide (Dalian) Co., Ltd. and Dalian Huicheng Aluminum Co., Ltd. Jinzhou Hot-Dip Galvanizing, Ltd. relocated its more polluting production to the new site in Qidingshan Township in 2009 while keeping its less polluting production in Guangming Township. Dagushan Industrial Zone was established in the late 1990s and currently houses Western Pacific Petrochemicals, Fujia Dalian Chemicals, and Dalian Trico Chemical Co., Ltd. The western coast of Jinzhou has been the site of garbage dumps and landfills with solid waste from urban Dalian and urban Jinzhou. Supplemental Figure 2 Results of space-time cluster analyses on cancer mortality in Jinzhou, Dalian, 2006–2013. The tier-one cluster is centered on Dalijia and includes eight townships within a radius of 17 kilometers (see also Table 5). The hot spots clustered in the period of 2009–2012. The cancer mortality rate was 223 per 100,000, 35% higher than the expected rate with a relative risk factor of 1.42.
    [Show full text]
  • Basic Characteristics and Spatial Patterns of Pseudo-Settlements—Taking Dalian As an Example
    International Journal of Environmental Research and Public Health Article Basic Characteristics and Spatial Patterns of Pseudo-Settlements—Taking Dalian as An Example Jiaji Gao 1,2,3,†, Yingjia Zhang 1,3,† and Xueming Li 1,3,* Received: 30 July 2015; Accepted: 22 December 2015; Published: 20 January 2016 Academic Editor: Paul B. Tchounwou 1 School of Urban and Environmental Sciences, Liaoning Normal University, Dalian 116029, China; [email protected] (J.G.); [email protected] (Y.Z.) 2 Applied Technology College of Dalian Ocean University, Dalian 116300, China 3 The Research Center of Human Settlements, Liaoning Normal University, Dalian 116029, China * Correspondence: [email protected]; Tel.: +86-0411-8215-8258 † These authors contributed equally to this work. Abstract: A person’s living behavior patterns are closely related to three types of settlements: real-life settlements, imagined settlements, and pseudo-settlements. The term “pseudo-settlement” (PS) refers to the places that are selectively recorded and represented after the mass media chose and restructure the residence information. As the mass media rapidly develops and people’s way of obtaining information gradually change, PS has already become one of the main ways for people to recognize and understand real-life settlements, as well as describe their impressions of imagined settlements. PS also has a profound impact on tourism, employment, investment, migration, real estate development, etc. Thus, the study of PSs has important theoretical and practical significance. This paper proposes to put forward residential quarters where the mass media is displayed as the object of study and establishes the pseudo-settlement index system of Dalian in and elaborate analysis of the concept of PSs.
    [Show full text]
  • Improving Biomedical Named Entity Recognition with Label Re-Correction and Knowledge Distillation
    Improving Biomedical Named Entity Recognition with Label Re-correction and Knowledge Distillation Huiwei Zhou ( [email protected] ) Dalian University of Technology Zhe Liu Dalian University of Technology Chengkun Lang Dalian University of Technology Yingyu Lin Dalian University of Technology Junjie Hou Dalian University of Technology Research Article Keywords: Biomedical named entity recognition, Knowledge distillation, Label re-correction Posted Date: December 15th, 2020 DOI: https://doi.org/10.21203/rs.3.rs-125685/v1 License: This work is licensed under a Creative Commons Attribution 4.0 International License. Read Full License Improving Biomedical Named Entity Recognition with Label Re-correction and Knowledge Distillation Huiwei Zhou1,*, Zhe liu1, Chengkun Lang1, Yingyu Lin2, Junjie Hou3 1School of Computer Science and Technology, Dalian University of Technology, Address Chuangxinyuan Building, No.2 Linggong Road, Ganjingzi District, Dalian, Liaoning, 116024, China. 2School of foreign languages, Dalian University of Technology, Address Chuangxinyuan Building, No.2 Linggong Road, Ganjingzi District, Dalian, Liaoning, 116024, China. 3School of Business, Panjin Campus of Dalian University of Technology, No.2 Dagong Road, Liaodongwan New District, PanJin, Liaoning, 124221, China. *To whom correspondence should be addressed. Email: [email protected], [email protected], [email protected], [email protected], [email protected] 1 Improving Biomedical Named Entity Recognition with Label Re-correction and Knowledge
    [Show full text]
  • Corporate Information
    CORPORATE INFORMATION Registered office Cricket Square Hutchins Drive P.O. Box 2681 Grand Cayman KY1-1111 Cayman Islands Corporate headquarters 9th Floor, Zhongnan Building 18 Zhonghua West Road Ganjingzi District Dalian City Liaoning Province PRC Place of business in Hong Kong Room 3504–12 registered under Part XI of the 35th Floor, Sun Hung Kai Centre Hong Kong Companies Ordinance 30 Harbour Road Wanchai Hong Kong Company secretary Mr. Lai Hau Yin, CPA, CPA(Aust) Authorized representatives Mr. Huang Yi Flat A, 1/F, House 3 No. 1 Plantation Road The Peak Hong Kong Mr. Lai Hau Yin Room D, 32/F Tower 2, Greenfields 1FungKamStreet Yuen Long New Territories Hong Kong MembersoftheAuditCommittee Mr. Ng Yuk Keung (Chairman) Mr. Shen Jinjun Mr. Leng Xuesong Members of the Remuneration Mr. Shigeno Tomihei (Chairman) Committee Mr. Li Guoqiang Mr. Shen Jinjun Members of the Nomination Committee Mr. Shen Jinjun (Chairman) Mr. Huang Yi Mr. Shigeno Tomihei – 59 – CORPORATE INFORMATION Members of the Compliance Committee Mr. Du Qingshan (Chairman) Mr. Huang Yi Mr. Li Guoqiang Principal share registrar and transfer Butterfield Fulcrum Group (Cayman) Limited office Butterfield House 68 Fort Street P.O. Box 609 Grand Cayman KY1-1107 Cayman Islands Hong Kong Share Registrar Computershare Hong Kong Investor Services Limited Shops 1712–1716 17th Floor, Hopewell Centre 183 Queen’sRoadEast Wanchai Hong Kong Compliance adviser Taifook Capital Limited 25th Floor, New World Tower 16–18 Queen’sRoadCentral Hong Kong Principal bankers in China Bank of China Limited — Liaoning Branch No. 9 Zhongshan Square Zhongshan District, Dalian City Liaoning Province PRC Industrial and Commercial Bank of China Limited — Dalian Sub-branch No.
    [Show full text]
  • Download Article (PDF)
    International Forum on Management, Education and Information Technology Application (IFMEITA 2016) The Allocation of Asset Structure Based on the Economies of Scale – Taking Listed Manufacturing Companies for Example ZHANG Yuemei1,a, ZHANG Fang1,b 1School of Management, Dalian University of Technology, No.2 Linggong Road, Ganjingzi District, Dalian City, Liaoning Province, P.R.C. [email protected], [email protected] Keywords: Economies of Scale; Asset Structure; Data Envelopment Analysis Abstract. With economies of scale as the objectives and constraints, the optimal allocation of enterprises’ asset structure was discussed. The main contributions of this paper are as follows: (1) Economic efficiency of scale from 2007 to 2011 in various sub-industries of manufacturing was obtained. (2) After empirical analysis and comparative study of the relationship between economic efficiency of scale and asset structure, we arrived at optimization direction of the enterprises which are at economies scale and diseconomies scale. Introduction In recent years, with the outbreak of global financial crisis, a large number of enterprises went bankrupt. Some of these enterprises broke their cash flow due to shortage of funds, and the others made bad investment decisions and invested large amount of money into assets with weak liquidity. In terms of asset structure, the reason of bankruptcy for above enterprises is that the number of current assets and long-term assets does not match. Nobel Prize in Economics awarded Alvin Roth and Lloyd Shapley in 2012 to commend their contribution on "Stable Matching Theory and Practice of Market Design". It is obvious that the problem of matching has an important value in economic development.
    [Show full text]
  • Minister Gan Kim Yong Leads 65 Companies to Liaoning Province to Explore Opportunities
    M E D I A STATEMENT Minister Gan Kim Yong leads 65 companies to Liaoning Province to explore opportunities MR No.: 011/12 Singapore, Wednesday, 18 April 2012 1. Mr Gan Kim Yong, Minister for Health, will lead a business mission comprising 65 Singapore-based companies to Dalian (including Changxing Island), Shenyang and Yingkou in Liaoning province, China. He will be accompanied by Mr Stanley Loh, Singapore‟s Ambassador to China, senior officials from International Enterprise (IE) Singapore, the Ministry of Trade and Industry, and Mr Teo Siong Seng, President of Singapore Chinese Chamber of Commerce and Industry (SCCCI). 2. The mission, coordinated by IE Singapore and SCCCI, will deepen companies‟ understanding of the Liaoning Coastal Economic Belt and Shenyang Economic Region. Taking place place from 22 to 26 April 2012, the mission will involve companies from urban solutions, transport and logistics, environmental and business services. 3. Minister Gan and Liaoning Governor Chen Zhenggao are the Co-Chairmen of the Singapore-Liaoning Economic and Trade Council (SLETC). IE Singapore is the Singapore secretariat of the Council. During the trip, Minister Gan is expected to meet key provincial and city leaders, including Liaoning Party Secretary Wang Min, Governor Chen, Shenyang Mayor Chen Haibo, Dalian Party Secretary Tang Jun, Yingkou Party Secretary Wei Xiaopeng, Yingkou Mayor Ge Lefu, and Changxing Island Director- General Jin Cheng. (Please refer to Annex for Chinese terms) 4. Dalian and Shenyang are looking to expand their urban areas by developing new areas and districts as the Jinzhou New Area and Ganjingzi District in Dalian, and Shenbei New Area in Shenyang.
    [Show full text]
  • Spatial Differentiation of Comprehensive Suitability Sustainable Development for Urban Human Settlements Based on GIS：A Case Study of Liaoning Province, China
    Spatial differentiation of comprehensive suitability sustainable development for urban human settlements based on GISA case study of Liaoning Province, China Yingying Guan ( [email protected] ) Liaoning Normal University https://orcid.org/0000-0003-1175-3342 Xueming Li Human Settlements Research Center, Liaoning Normal University, 116029 Dalian, China Songbo Li Human Settlements Research Center, Liaoning Normal Universsity, 116029 Dalian, China Shenzhen Tian Human Settlements Research University, 116029 Dalian, China Research Article Keywords: Human settlements comprehensive suitability index (HSCI), Natural suitability, Humanistic suitability, Spatial differentiation, Sustainable development Posted Date: March 5th, 2021 DOI: https://doi.org/10.21203/rs.3.rs-292928/v1 License: This work is licensed under a Creative Commons Attribution 4.0 International License. Read Full License Page 1/25 Abstract The comprehensive suitability of regional human settlements is of great signicance to the development and spatial distribution of regional human settlements and regional social and economic development. In this study, based on the traditional evaluation of the natural suitability of the human settlements, this study adds humanistic indicators to comprehensively evaluate the suitability of the human settlements in Liaoning, China. In particular, we sought to uncover the spatial differentiation law of the comprehensive suitability of these settlements and its correlations with population density and GDP density, provide a theoretical basis for
    [Show full text]
  • Economics and Transportation Linkages Dalian Loop
    Group 1 Economics and Transportation Linkages Dalian Loop Bai Jinyu China Ling Li China Reto Nebel Switzerland Vladimir Savcic Serbia/Spain Sebastian Seelig Germany Wita Simatupang Indonesia Coordinator Elien Wierenga The Netherlands 1 | ISOCARP – Young Planning Professionals’ Workshop 2008, Dalian, PR China Group 1 Introduction Dalian - an important port city of industry, trade and tourism in Northeast China – is located on the southern tip of the Liaodong Peninsula, on the West shore of the Pacific Ocean. It is neighboured by the Yellow Sea at the East and the Bohai Sea at the West. This makes Dalian to have a superb geographical location. It also serves as a gateway to Beijing and Tianjin; but also to Liaoning, Jilin and Heilongjiang and to part of the Inner Mongolia Autonomous Region. Dalian City has the jurisdiction over six districts, three county-level cities and a county, with a total population of 5.85 million people on an area of 13,566 sqkmi - please refer to table below. Target (million) Upper Limit (million) Name of Jurisdiction Urban Agricultural Total Urban Agricultural Total Population Population Population Population Population Population Central City 4.5 0.3 4.8 6 0.4 6.4 Main City 2.8 0.1 2.9 3.3 0.1 3.4 New City 1.7 0.2 1.9 2.7 0.3 3 Zhuanghe City 0.75 0.3 1.05 0.8 0.35 1.15 Wafangdian City 0.8 0.3 1.1 0.85 0.35 1.2 Pulandian City 0.65 0.25 0.9 0.75 0.35 1.1 Changhai Town 0.1 0.05 0.15 0.1 0.05 0.15 Total 6.8 1.2 8 8.5 1.5 10 Table 1.
    [Show full text]
  • Minimum Wage Standards in China August 11, 2020
    Minimum Wage Standards in China August 11, 2020 Contents Heilongjiang ................................................................................................................................................. 3 Jilin ............................................................................................................................................................... 3 Liaoning ........................................................................................................................................................ 4 Inner Mongolia Autonomous Region ........................................................................................................... 7 Beijing......................................................................................................................................................... 10 Hebei ........................................................................................................................................................... 11 Henan .......................................................................................................................................................... 13 Shandong .................................................................................................................................................... 14 Shanxi ......................................................................................................................................................... 16 Shaanxi ......................................................................................................................................................
    [Show full text]
  • Area Comprehensive Score 1990 2000 2010 Heping District 0.307
    Comprehensive score of aging level in 1990, 2000 and 2010 Comprehensive score Area 1990 2000 2010 Heping District 0.307 0.572 0.792 Shenhe District 0.319 0.554 0.774 Dadong District 0.275 0.558 0.803 Huanggu District 0.262 0.542 0.777 Tiexi District (Shenyang) 0.252 0.611 0.800 Sujiatun District 0.202 0.409 0.699 Dongling District 0.202 0.370 0.512 Shenbei New District 0.196 0.388 0.534 Yuhong District 0.197 0.364 0.593 Liaozhong County 0.187 0.351 0.627 Kangping County 0.165 0.318 0.604 Faku County 0.195 0.354 0.653 Xinmin City 0.177 0.351 0.627 Zhongshan District 0.336 0.592 0.888 Xigang District 0.327 0.605 0.860 Shahekou District 0.284 0.534 0.770 Ganjingzi District 0.242 0.381 0.557 Lushunkou District 0.302 0.427 0.668 Jinzhou District 0.267 0.360 0.531 Changhai County 0.215 0.314 0.638 Wafangdian City 0.218 0.431 0.799 Pulandian City 0.243 0.440 0.812 Zhuanghe City 0.224 0.460 0.778 Tiedong District 0.230 0.541 0.831 Tiexi District (Anshan) 0.234 0.514 0.896 Lishan District 0.198 0.540 0.950 Qianshan District 0.215 0.399 0.721 Tai'an County 0.187 0.355 0.613 Xiuyan Manchu Autonomous County 0.171 0.349 0.620 Haicheng City 0.191 0.321 0.573 Xinfu District 0.245 0.517 0.853 Dongzhou District 0.230 0.551 1.000 Wanghua District 0.206 0.464 0.814 Shuncheng District 0.195 0.479 0.819 Fushun County 0.256 0.401 0.701 Xinbin Manchu Autonomous County 0.110 0.298 0.615 Qingyuan Manchu Autonomous County 0.124 0.318 0.618 Pingshan District 0.208 0.475 0.778 Xihu District 0.217 0.497 0.829 Mingshan District 0.186 0.440 0.743 Nanfen District 0.196
    [Show full text]