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題名:動態能力對於服務創新與企業效應之影響-以製造業為例
作者:徐志明
作者(外文):Chih-Ming Hsu
校院名稱:元智大學
系所名稱:管理學院博士班
指導教授:陳怡之
學位類別:博士
出版日期:2014
主題關鍵詞:服務創新動態能力企業效應製造業服務化Service InnovationDynamic CapabilityCompany Effectservitization
原始連結:連回原系統網址new window
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隨著產業環境劇烈的變化,製造業產品生命週期越來越短,與服務業聚合的現象越來越普遍等現象,過去以資源基礎觀點探討服務創新已不足探究所有現象;相較之下,動態能力觀點更適合探討現今服務創新的相關議題。在製造業進行服務創新的過程中,除組織內部相關的動態能力外,與市場及合作夥伴相關的動態能力亦會產生影響。本研究提出製造業服務創新之概念性架構,認為廠商透過機會辨識、機會攫取以及資源重新配置等三項動態能力回應環境變化進行服務創新,並討論不同的製造服務類型來滿足顧客需求,最終達到製造服務供應商所欲得到的效應。
本研究透過21個個案訪談,來建立動態能力衡量變數量表;選擇中華徵信所收錄臺灣地區2012年排名前2000大製造服務業進行實證調查,填答者為該公司之高階經理人。總計回收問卷482份,有效問卷為474份,有效問卷回回覆率為24.1﹪;其中產品相關服務有效問卷有293份,非產品相關服務問卷有181份。
問卷收集完成後,以結構方程式做為資料分析方法,研究結果指出:(1)以產品相關服務來說,機會辨識、機會擷取對於服務創新沒有顯著的關係,服務創新主要受資源重新分配的動態能力影響;(2) 產品相關服務確實會帶來若干企業效應,例如企業流程效應、顧客關係效應以及企業競爭效應;但其中對於財務營收效應的影響並不顯著;(3) 機會擷取並沒有影響到製造業的非產品相關服務創新活動; (4) 非產品相關服務創新活動並無法帶來企業流程改善之效益。本研究結果僅針對兩大類製造業服務類型進行驗證,建議後續研究可以延伸更深入探究動帶能力對於不同製造服務種類之影響,進行更完整性的驗證,加強整體動態能力之思考模式,以提升製造業服務創新的績效。
The effect of dynamic capabilities on service innovation for firm performance or competitive advantage is lasting paid much attention. As manufacturing industry attempt to improve business process, strengthen customer relation and achieve higher revenue, the management must extend their efforts to improve their dynamic capabilities, including sensing the emerging market, seizing the business opportunity and the resource reconfiguration.
The study proposes a structural model based on dynamic capabilities, service innovation and company effects and we investigated 474 companies from the “Top 5000 — The Largest Manufacturing Corporations in Taiwan” listings published in the China Credit Information Service Incorporation's 2011 yearbook. 293 companies of these sample offer product related services to their customer and 181 companies engage service innovation by offering non-product related services.
We used AMOS to test the proposed research model. Findings support reconfiguration is positive on service innovation of product related services and both of seizing and reconfiguration is positive of non-product related services. We also find that the service innovation generates different company effects of product and non-product related services.
This study has two main research outcomes: development of a model representing the dynamic capabilities, service innovation and company effects; test the proposed model by different manufacturing servitation type. We extend the theory of dynamic capabilities and our results suggest that managers of manufacturing industry what the dynamic capabilities should be taken and how to formula the strategy of service innovation.
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