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    Title: 企業發展服務創新的組織方式之研究
    An Empirical Study of Organizing for Service Innovation
    Authors: 宋彥儒
    Song, Yan Ru
    Contributors: 吳豐祥
    Wu, Feng Shang
    Song, Yan Ru
    Keywords: 服務創新
    Service innovation
    Human resources management
    Interdepartment connection
    External links
    Knowledge acquisition
    Date: 2013
    Issue Date: 2014-09-01 13:56:35 (UTC+8)
    Abstract: 製造業一直是台灣產業的強者,但隨著全球經濟發展,台灣製造業所獲毛利逐漸縮減以及服務業角色愈加重要之下,或許服務業所發展的「服務創新」,是拯救台灣低價值循環的一道解藥。過往國內外有關服務創新的研究,大都偏向於專案層次的探討,對於組織層級的著墨很少,其中有關「組織方式(Organizing)」的研究又更少。本研究認為組織方式的研究成果,可以使企業於發展服務創新的過程中,更知道如何有效地建構組織創新平台,以達到建立核心優勢與提升績效的目標。本研究以「組織設計」、「創新研發人力資源管理」、「新服務商品開發」與「外部知識取得」等四大構面為主軸,並針對國內在服務創新與服務力上表現優異的兩家企業-全家便利商店與王品集團,進行深入的個案研究。初步得到了以下的結論:


    Taiwan's manufacturing industry has always been strong, but its gained profit margin has been gradually decreasing as the globlal competitition becomes fierce. On the other hand, the service industry plays a more important role than before in the economic development, and “service innovations” might become one of the key solutions to enhance the industrial added values and welfares. Most of the past researches related to service innovations are focused on the “project” level and very few studies are conducted at the “corporate” level, particulary concerning the issue of organizing. We believe the research results of organizing for service innovations can help enterprises set up a better organizational innovation platform in order to build core competence and to enhance performance. This study establishes a research framework with four major constructs: organizing, innovative human resources management, new service development process and external sourcing of knowledge and selects two innovative companies: the FamilyMart and WowPrime Group, for the case study in depth. Three major preliminary conclusions obtained from this study are as follows:

    (1)As far as organizaing for service innovation is concerned, the firm may use both formal and informal organization. The former one fits better for the tangible service products; and the latter one for intangible service products. Furthermore, the firm will emphasize the interdepartmental connection as the service itself is somewhat intangible per se.

    (2)As far as organizaing for service innovation is concerned, the firm will emphasize the interaction with the employees who have direct contacts with customers. Furthermore, the firm will include the customer satisfaction as one of the key performance indeices (KPI).

    (3)As far as organizaing for service innovation is concerned, the firm will actively acquire both of technical knowledge and market knowledge and will invite customers to participate in the development process of new services.

    Finally, this study draws some recommendations for both practititioners and follow-up researchers.
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    Description: 碩士
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0101359026
    Data Type: thesis
    Appears in Collections:[科技管理與智慧財產研究所] 學位論文

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