电网工程项目现场作业风险的组织生成与治理重构研究

Research on the Organizational Generation and Governance Restructuring of On-Site Operational Risks in Power Grid Engineering Projects

摘要: 随着新型电力系统建设持续推进，电网工程呈现建设任务密集、作业区域分散、专业交叉频繁和参建主体多元等特征，现场作业风险的形成条件逐渐由相对单一向动态耦合转变。既有电力工程安全研究已经由危险源辨识逐步拓展至动态风险评价、事故致因链、风险关联网络以及数字化管控，但相关研究较多关注现场存在哪些风险、事故因素之间存在何种关联以及如何提高风险管控效率，对于不同风险因素为何会在具体项目组织运行过程中持续形成并相互强化关注相对不足。基于此，本文从项目组织视角出发，将电网工程现场作业风险理解为人员、任务、权责关系和项目过程相互作用的结果，并提出组织接口失配的分析视角。研究认为，电网工程现场作业风险主要形成于四类组织接口，即人员实际能力与作业任务要求之间的能力接口失配、人员跨项目流动与技能持续积累之间的学习接口失配、现场管理控制权与安全责任之间的权责接口失配以及单个项目周期与组织知识积累周期之间的时间接口失配。四类接口失配通过能力识别不足、协同关系弱化、风险信息损耗和经验沉淀中断等过程相互耦合，使局部不确定性逐步转化为现场作业风险。在此基础上，本文提出建立能力导向的人岗匹配机制、跨项目连续能力积累机制、穿透式分包风险治理机制和跨项目组织学习机制，并通过数字化风险关联实现人员、任务、组织与环境之间的动态协调。研究有助于推动电网工程施工安全研究由风险因素识别进一步向风险生成机制解释拓展，为复杂项目环境下提升现场作业风险治理能力提供参考。

Abstract: As the construction of new power systems advances, power grid engineering projects are characterized by intensive construction tasks, geographically dispersed work areas, frequent interdisciplinary collaboration, and a multitude of participating entities. Consequently, the conditions under which on-site operational risks emerge are shifting from relatively simple, isolated factors to dynamic, coupled interactions. Existing research on power engineering safety has expanded from hazard identification to dynamic risk assessment, accident causation chains, risk correlation networks, and digital management and control. However, current studies largely focus on identifying existing risks, analyzing the interrelationships between accident factors, and improving risk management efficiency; there is insufficient attention paid to why different risk factors persistently emerge and mutually reinforce each other during the organizational operation of specific projects. Addressing this gap, this paper adopts a project organization perspective, conceptualizing on-site operational risks in power grid engineering as the outcome of interactions among personnel, tasks, authority-responsibility relationships, and project processes. It proposes an analytical framework based on “organizational interface mismatches”. The study identifies four primary types of organizational interface mismatches that generate on-site operational risks: capability interface mismatches (between actual personnel capabilities and task requirements), learning interface mismatches (between cross-project personnel mobility and continuous skill accumulation), authority-responsibility interface mismatches (between on-site management control and safety accountability), and temporal interface mismatches (between individual project cycles and organizational knowledge accumulation cycles). These four types of mismatches couple with one another through processes such as inadequate capability identification, weakened collaborative relationships, loss of risk information, and interrupted experience accumulation, causing localized uncertainties to evolve into on-site operational risks. Based on these findings, the paper proposes the establishment of mechanisms for capability-oriented personnel-job matching, continuous cross-project capability accumulation, penetrating subcontracting risk governance, and cross-project organizational learning, while achieving dynamic coordination among personnel, tasks, the organization, and the environment through digital risk correlation. This study helps advance research on power grid construction safety—moving beyond the mere identification of risk factors toward an explanation of the mechanisms underlying risk generation—and offers a reference for enhancing on-site operational risk governance in complex project environments.