摘要：本文旨在系统剖析专业化与属地化分（子）公司的内在逻辑、适用情境及优劣对比，进而构建一套融合战略分析（SWOT）、量化评估与动态试点机制的综合性决策框架。结合多家大型建筑企业实践案例的梳理分析，本文提出，对于规模较大的施工企业，在设置二级机构时，建议采用“专业子公司为主体、区域分公司为补充”的矩阵模式；而对于规模相对较小的施工企业，宜优先选择“深度属地化为主，专业化为辅”模式结构，为企业战略决策提供理论依据与实践指引。

关键词：施工企业；分（子）公司；专业化；属地化

Abstract：This paper systematically examines the underlying logic，applicable contexts，and comparative strengths and weaknesses of specialized versus localized branches/subsidiaries，and proposes an integrated decision-making framework that combines SWOT analysis，quantitative evaluation，and dynamic pilot mechanisms. Drawing on case studies from multiple large construction enterprises，the study recommends that larger firms adopt a matrix model centered on specialized subsidiaries，with regional branches serving as complementary units. In contrast，smaller firms should prioritize deep localization，supported by limited specialization. These insights offer both theoretical grounding and practical guidance for strategic decision-making in organizational design.

Keywords：construction enterprises；branches/subsidiaries；specialization；localization

参考文献

[1] 薛宏辉，柳卓民.央企工程设计企业开拓新市场的属地化发展路径研究[J].企业改革与管理，2025（10）.

建筑经济，2026（5）：85-90