Study On The Coping Strategies Of International Engineering Contracting Enterprises Based On Adversity Quotient Theory

The implementation of the "Belt and Road" initiative has opened up a new pattern of my country’s all-round opening up to the outside world.Under this occasion,many engineering contracting companies in china have responded to the call of the country to participate engineering contracts in countries and regions along the "Belt and Road".With the continuous development of international cooperation projects,the global economy has slowed down in the "post-epidemic era" and many problems surfaced.The complex and changeable political and economic environment,the challenges brought about by the new development trend of built environment,and the new problems and challenges in the “Belt and Road” construction process require enterprises to have a clear understanding of future opportunities and challenges,and at the same time,it also requires enterprise employees to have high adversity quotient.How to secure the future and how to improve the adversity quotient of enterprise employees? This is a practical problem faced by enterprises!This study uses the X Group company as a case.By SWOT analysis,it finds that the X Group has the following major threats: high global debt levels,increasing difficulty in overseas financing,exchange rate and price risks,de-globalization,and deterioration of Sino-US diplomatic relations.In order to help companies better deal with the adversity encountered in these developments,this study uses adversity quotient theory to analyze the adversity quotients of the employees and X Group.Using the Adversity Response Scale to measure and analyze employee adversity quotient,it is found that the adversity quotient of X group company employees is136.58,the standard deviation is 12.21,which is at the upper-middle level,but there are the following problems: the cognitive ability of adversity needs to be improved;the ability to deal with adversity needs to be improved;the awareness of teamwork needs to be improved Improve;mental toughness needs to be improved.The leader’s adversity quotient averaged 148.69 and the standard deviation is 11.19,which is significantly higher than the employee’s adversity quotient and is at a relatively high level.According to Stoltz’s adversity quotient theory,qualitative analysis is used to evaluate the organizational adversity quotient of X group companies.The organizational adversity quotient is usually analyzed from the following aspects: the adversity quotient of the influential leader;the leader’s wording;experience frustration or the behavior and wording after the change;what kind of behaviors the organization uses to reward and support the system and methods;the consistency of goals,processes,systems,and behaviors;written documents;employees’ adversity quotient.Through the above aspects of the analysis of organizational adverse quotient,it is concluded that the X group has a leader with high adverse quotient,and the leader has a high adverse quotient wording;the behavior and wording reaction when experiencing setbacks have a certain basis for adverse quotient,But there are problems with systems and processes,and there are inconsistencies between systems and behaviors,which will destroy the adverse quotient of employees.Based on the above analysis results,X Group’s suggestions for dealing with adversity are drawn: build a sustainable high adversity quotient corporate culture;use LEAD tools to improve adversity quotients of leaders,employees and companies;develop adversity quotient training programs and establish adversity quotient supporting evaluations Ways to select employees who engage in adversarial business for the organization.