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題名:動員、調和及制度交互作用下之服務生態系統浮現:以集體行動推動企業與人權之個案研究
作者:林美杏
作者(外文):Lin, Mei-Hsing
校院名稱:國立成功大學
系所名稱:企業管理學系
指導教授:周信輝
學位類別:博士
出版日期:2023
主題關鍵詞:服務主導邏輯動員與調和制度服務生態系統價值共創企業與人權service-dominant logicmobilization and orchestrationinstitutionsservice ecosystemvalue co-creationbusiness and human rights
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服務主導邏輯為近年探討生態系統價值共創的重要理論,相關研究指出尚需更多中程管理理論予以強化補充;其過往研究多偏重以私部門之企業或組織為中心之資源互換下的價值共創,有關以公部門政府為中心之公共服務生態系統浮現過程之研究仍屬缺稀。本研究爰以服務主導邏輯理論為中心,輔以連結動員、調和及制度之中程管理理論,透過多重強化視角,探討為期服務生態系統永續發展,核心行動者如何透過價值共創之運作機制,以促進服務生態系統之浮現。
臺灣政府主政機關自2018年起於行政院協助下,依據聯合國工商企業與人權指導原則(UNGPs),整合公、私部門利害關係人之意見與力量,形成集體行動與價值體系,於2020年12月正式對外宣布完成制定及公布「企業與人權國家行動計畫」,以推動臺灣在經濟發展同時也同步重視民主與人權,為亞洲推行此一國家行動計畫之先驅,相關經驗具研究及參考代表性。本研究採用質性研究之自然探究法、參與觀察法及個案分析法,以上述臺灣推動企業與人權國家行動計畫促進永續投資之個案為例,透過資料收集與分析,反覆將實務與理論進行對話,深入探討研究問題,最後並建立動員、調和及制度交互作用下之服務生態系統浮現價值共創機制架構與命題。
本研究結果發現,服務生態系統的浮現,源自於動員、調和及制度交互作用下的價值共創﹔服務生態系統浮現初期,核心行動者可藉由外部政治制度推力所形成的政治機會結構,與內部倡議言論拉力所造就之議題框架來進行動員﹔中、後期仰賴向下及向上混合力之交替使用,持續動員及調和其他行動者加入及進行價值共創﹔適當價值主張及制度扮演重要協助角色﹔生態系統之浮現,在不同文化意義、集體識別及社會網絡環境中之發展可能有所差異。本研究成果之理論意涵為透過管理中程理論補充及支持服務主導邏輯理論,以使該理論內涵更臻強化完整;實務意涵則可作為政府機關及企業在推動服務生態系統及營運策略之參考與指引。
Service-dominant logic has been developed as a critical innovation to explore value co-creation within ecosystems, but recent studies have indicated that it still needs to be complemented by mid-range theories and concepts. This paper linked the research streams of mobilization, orchestration, and institutions, and service-dominant logic, and used a single-case study that looked at the service ecosystem derived from a public-and private joint action to promote Taiwan’s National Action Plan on Business and Human Rights, to explore how public-sector focal actors can facilitate the emergence of service ecosystems through feasible operation mechanisms for value co-creation. The study results reveal that the emergence of service ecosystems originates from the value co-creation in the interplay among mobilization, orchestration, and institutions. Focal actors can realize mobilization by making use of political opportunity structures generated by external political institutions and issue framing brought about by internal advocacy in the early stage of the emergence of service ecosystems, while rely on alternating use of top-down administrative and bottom-up network mixed forces to continue mobilizing and orchestrating other actors to participate and engage in value co-creation in the middle and later stages. Appropriate value propositions and institutions play important assistance roles, and the emergence of ecosystems may differ in the context of different culture meanings, collective identities, and social networks.
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