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.

摘要： 中国石油作为创建世界一流示范企业之一，在全集团开展对标管理工作，要求瞄准世界一流企业，寻找差距和不足，有针对性地改进提升。中国石油集团石油管工程技术研究院优化设计了一套对标指标体系，选取国内外3家知名科研机构开展全面对标，深入分析在自主创新能力、成果创效能力、科技人才激励等方面存在的差距和原因，综合研判发展趋势，制定改进措施。具体包括：加强自主创新和科技攻关，全面增强创新创效能力；加快新业务培育和成果转化，稳步提升业务增长能力；持续推进提质增效，不断提高企业运营能力；深化体制机制改革，持续增强发展活力；持续开展对标管理提升行动，巩固和增强对标管理成效。通过开展对标管理研究及实践，完善了管理运行机制，提升了管理效率，有效促进了科技创新和成果创效。

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