关键词: 科研院所, 对标管理, 科技创新, 企业运营, 风险防控, 体制机制, 人才激励

Abstract: Establishment of overseas technological institutions is one of the important ways for oilfield service companies to carry out their global development strategy. This paper uses the literature survey method to compare the characteristics, construction motivations and methods, and operational management model of the overseas technological institutions from three major international oilfield service companies – Schlumberger, Halliburton and Baker Hughes. All of the three companies established a number of technological institutions overseas in consideration of market, policies and technological resources. Most of the institutions were distributed in developed manufacturers and near the oil-producing regions. The companies adopted the flexible model of independent construction, co-construction and acquisition. Co-construction included three kinds of construction – collaboration with customers, local scientific research institutes and the governments. The paper gives some examples to specify the unique methods for organization of scientific research activities, personnel management and structural adjustment. The domestic oilfield services companies can borrow the successful experiences from their foreign counterparts to establish their own overseas technological institutions so that they can lay a solid foundation for their global business operation.