Abstract
Society is full of contradictions. On the one hand, contradictions may facilitate the development of society. On the other hand, they may lead to turbulence and decay of the society. The major role of management personnel is to identify and solve various contradictions in day-to-day activities.
Contradiction is the driving force of developments.
Contradiction theory, Mao Zedong
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Notes
- 1.
Strictly speaking, PPP is a cooperative approach. Such cooperation is temporary as well. However, it is not based on projects during most of the time periods. Therefore, it cannot be simply called PPP projects. This chapter does not make a distinction for the sake of convenience, which will be explained later.
- 2.
The China National Balance Sheet 2015 (Beijing: China Social Sciences Press, 2015), which was developed by Li Yang, Chinese Academy of Social Sciences. According to statistics, the full-caliber local government debt ratio was 30.6% and the debt ratio was 112.8% at the end of 2012. The increase in local government debt balance is much higher than that of local government GDP and comprehensive financial resources since 2012. Therefore, it can be inferred that the local government’s debt ratio is much higher than 30.6% in 2015, and the debt ratio is much higher than 112.8%. At the end of 2015, the Standing Committee of the National People’s Congress reviewed the State Council’s report on regulating local government’s debt management. Review results showed that debt ratios of more than 100 municipalities and more than 400 county-levels have exceeded 100%.
- 3.
The term “organization” used in this book can refer to both an enterprise and a department within an enterprise. In this book, projects across the enterprise are also considered as an inter-organizational project.
- 4.
Photographed in 1993, it is a series of TV dramas in which Beijing people struggled in New York.
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Ding, R. (2020). Project Value Is Always Associated with Contradictions. In: Taiji Logic. Springer, Singapore. https://doi.org/10.1007/978-981-15-5239-7_2
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DOI: https://doi.org/10.1007/978-981-15-5239-7_2
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