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    Please use this identifier to cite or link to this item: http://nccur.lib.nccu.edu.tw/handle/140.119/36649


    Title: Telecom's Services Innovation in CHT and Indosat
    Other Titles: 電信公司的服務創新 : 以中華電信和 Indosat 為例
    Authors: 陳柔延
    Chandra Tjin, Eriny
    Contributors: 溫肇東
    Wen , Zhao-Dong
    陳柔延
    Chandra Tjin, Eriny
    Keywords: service innovation
    telecommunications service
    innovation process
    Date: 2004
    Issue Date: 2009-09-18 19:05:40 (UTC+8)
    Abstract: Abstract


    The impact of technology has been rapidly changing the economy and environment in these past two decades. Both manufacturing and service companies which intend to maintain the viability of their organizations have to adapt in such an environment.
    For a long time, services have been perceived as being technologically backward and to take little initiative with respect to innovate. In general services were presumed to be laggards in adopting new technology, and to be largely passive adopter of major innovations; however, it was recognized that there are some exceptionally dynamic services – such as telecommunications.
    Service sector firms play important roles in innovation, not the least in the creative use and diffusion of technologies; but also serve as important sources and agents for the transfer of technological and organizational knowledge to all sectors.

    In innovation, knowledge plays a big role in gaining competitive advantage. There is a more fundamental need to understand how organizations create new knowledge in order to produce new products or services. Hence, the need – organizational knowledge – is growing in this turbulent economy of accelerated technological change.
    To create knowledge in an organization usually lies in an individual’s knowledge. This is called as tacit knowledge and is a significant point to innovate. Nonaka and Takeuchi (1995) had pointed out that an individual knowledge gets articulated and amplified into and throughout the organization. Moreover, there is a one way to bring about continuous innovation is to look outside and into the future, anticipating changes in the market, technology, competition, or product.

    The service sectors have been innovating gradually in Indonesia and Taiwan, particular in telecommunications after liberalized. In 2002, the Indonesia’s economy grew 3.66 percent from the previous year which the highest growth occurring in the transportation and communication sectors by 7.83 percent. In addition, the telecoms sector in Taiwan will contribute 63.1 billion new Taiwan dollars (1.9 billion US dollars) to Taiwan’s GDP annually over the next five years when the telecommunication market is fully liberalized.

    In this study will discuss about the innovation of cellular telecommunication services in Indonesia and Taiwan. By analyzing the service innovation process in MMS and Video Streaming from Indosat and Chunghwa, to figure out:
    1. Where the new innovation concept comes from;
    2. How they define theirs customer interface; and
    3. How they develop theirs employees’ skills to deliver service.
    We also examine the linking between the company background and innovation. This could be their establishment time, objectives, macro economy point of view, and so on. It might be crucial points to encourage them to innovate.


    Key Words: service innovation, telecommunications service, innovation process
    The impact of technology has been rapidly changing the economy and environment in these past two decades. Both manufacturing and service companies which intend to maintain the viability of their organizations have to adapt in such an environment.
    For a long time, services have been perceived as being technologically backward and to take little initiative with respect to innovate. In general services were presumed to be laggards in adopting new technology, and to be largely passive adopter of major innovations; however, it was recognized that there are some exceptionally dynamic services – such as telecommunications.
    Service sector firms play important roles in innovation, not the least in the creative use and diffusion of technologies; but also serve as important sources and agents for the transfer of technological and organizational knowledge to all sectors.

    In innovation, knowledge plays a big role in gaining competitive advantage. There is a more fundamental need to understand how organizations create new knowledge in order to produce new products or services. Hence, the need – organizational knowledge – is growing in this turbulent economy of accelerated technological change.
    To create knowledge in an organization usually lies in an individual’s knowledge. This is called as tacit knowledge and is a significant point to innovate. Nonaka and Takeuchi (1995) had pointed out that an individual knowledge gets articulated and amplified into and throughout the organization. Moreover, there is a one way to bring about continuous innovation is to look outside and into the future, anticipating changes in the market, technology, competition, or product.

    The service sectors have been innovating gradually in Indonesia and Taiwan, particular in telecommunications after liberalized. In 2002, the Indonesia’s economy grew 3.66 percent from the previous year which the highest growth occurring in the transportation and communication sectors by 7.83 percent. In addition, the telecoms sector in Taiwan will contribute 63.1 billion new Taiwan dollars (1.9 billion US dollars) to Taiwan’s GDP annually over the next five years when the telecommunication market is fully liberalized.

    In this study will discuss about the innovation of cellular telecommunication services in Indonesia and Taiwan. By analyzing the service innovation process in MMS and Video Streaming from Indosat and Chunghwa, to figure out:
    1. Where the new innovation concept comes from;
    2. How they define theirs customer interface; and
    3. How they develop theirs employees’ skills to deliver service.
    We also examine the linking between the company background and innovation. This could be their establishment time, objectives, macro economy point of view, and so on. It might be crucial points to encourage them to innovate.


    Key Words: service innovation, telecommunications service, innovation process
    Reference: Books, journals, and thesis
    1. Britan, G., Pedrosa, L., (1998), “A Structured Product Development Perspective for Service Operations,” European Management Journal. 16(2), 169-189
    2. Boden, M. and Miles, I., (2000), Services and the Knowledge-based Economy, London; New York: Continuum
    3. Bowers, M.R., (1989), “Developing New Services: Improving the Process Makes It Better,” The Journal of Services Marketing. 3(1) Winter, 15-20
    4. de Brentani, U., (1990), “Success Factor in Developing New Business Services,” European Journal of Marketing. 25(2), 33-59
    5. Daal, B.V., Hass, M., & Weggeman, M., (1998), “De the Knowledge Matrix: A Participatory Method for Individual Knowledge Gap Determination,” Knowledge and Process Management. 5(4), 255-263
    6. Davenport, T.H., Long, D.W., & Beers, M.C. (1998a), “Successful Knowledge Management Projects,” Sloan Management Review. 39(2), 43-57
    7. Davenport, T.H. and L. Prusak, (1998), Working Knowledge: How Organizations Manage What They Know, Boston: Harvard Business School Press
    8. Demarest, M., (1997), “Understanding Knowledge Management,” Journal of Long Range Planning. 30(3), 374-384
    9. Easingwood, C.J., (1986), “New Product Development for Service Companies,” Journal of Product Innovation Management. 4(2), 264-275
    10. Green, L., Howells, J. and Miles, I., (2001), Services and Innovation: Dynamics of Service Innovation in the European Union, PREST and CRIC
    11. Holzner, B., & Marx, J., (1979), The Knowledge Application: The knowledge System in Society, Boston: Allyn and Bacon
    12. Jie, Y., (2001), “The Impact of Knowledge Management on the Performance of New Product Development,” Doctoral Dissertation in HongKong University
    13. Kandampully, J., (2002), “Innovation as the Core Competency of a Service Organization: The Role of Technology, Knowledge and Networks,” European Journal of Innovation Management. 5(1), 18-26
    14. Licht, G., Ebling, G., Janz, N. and Niggemann, H., (1999), Innovation in the Service Sector – Selected Facts and Some Policy Conclusions, ZEW, Center for European Economic Research
    15. Liebowitz, J. (1999), “Key Ingredients to the Success of an Organization’s Knowledge Management Strategy,” Knowledge and Process Management. 6(1), 37-40
    16. Liebowitz, J., (2000), Building Organizational Intelligence: A Knowledge Management Primer, London: CRC Press
    17. Lievens, A. and R.K. Moenaert, (2000), “Project Team Communication in Financial Service Innovation,” Journal of Management Studies, 37(5), 733-766
    18. Lovelock, C.H., Wirtz, J., and Hean, T.K., (2001), Services Marketing in Asia: Managing People, Technology and Strategy, Prentice-Hall, Singapore
    19. Nanoka, I. and H. Takeuchi, (1995), The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation, Oxford University Press, New York
    20. Nanoka, I., Toyama, R., and Konno, N., (2000), “SECI, Ba and Leadership: A Unified Model of Dynamic Knowledge Creation,” Long Range Planning. 33, 5-34
    21. O`Dell, C. and C.J. Grayson, (1998), If Only We Knew What We Know, New York: The Free Press
    22. Pentland, B.T., (1995), “Information Systems and Organizational Learning: The Social Epistemology of Organizational Knowledge Systems,” Accounting Management and Information Technologies. 5(1), 1-21
    23. Quinn, J.B., P. Anderson, and S. Finkelstein, (1996), “Managing Professional Intellect” Making the Most of the Best,” Harvard Business Review. 74(1), 71-80
    24. Shin, M., Holden, T., and Schmidt, R.A., (2001), “From Knowledge Theory to Management Practice: Towards an Integrated Approach,” Information Processing and Management. 37, 335-355
    25. Storey, C. and D. Kelly, (2000), “New Service Development: Initiation Strategies,” International Journal of Service Industry. 11(1), 45-62
    26. Sundho, J., (1997), “Management of Innovation in Services,” The Service Industries Journal. 17(3), 432
    27. Tether, B., Miles, I., Blind, K., Hipp, C., de Liso, N., and Cainelli, G., (2002), “ Innovation in The Service sector,” CRIC Working Paper No. 11
    28. Van Ark, B., Broersma, L., and den Hertog, P., (2003), Services Innovation, Performance and Policy: A Review, DIALOGIC
    29. Zack, M.H., (1999), Managing Codified Knowledge, Sloan Management Review. Summer, 45-57
    Websites
    1. “Asosiasi Penyelenggara Jasa Internet Indonesia (APJII)”. Internet: www.apjii.or.id
    2. “Canada’s Business and Consumer”. Internet: http://strategis.ic.gc.ca
    3. “Central bank of Republic of Indonesia”. Internet: www.bi.go.id
    4. “Chunghwa Telecom”. Internet: www.cht.com.tw
    5. “Focus on Internet News & Data (FIND)”. Internet: www.find.org.tw
    6. “Indosat”. Internet: www.indosat.com
    7. “Institute for Information Industry (III)”. Internet: www.iii.org.tw
    8. “International Telecommunication Union (ITU)”. Internet: www.itu.int
    9. “Knowledge Praxis”. Internet: www.media-access.com
    10. “People’s Daily Online”. Internet: http://peopledaily.com.cn
    11. “The Directorate General of Telecommunications”. Internet: www.dgt.gov.tw
    Description: 碩士
    國立政治大學
    科技管理研究所
    90359037
    93
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0903590371
    Data Type: thesis
    Appears in Collections:[科技管理研究所] 學位論文

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