| dc.contributor | 科技管理與智慧財產研究所 | zh_Tw |
| dc.creator (作者) | 吳豐祥 | zh_TW |
| dc.date (日期) | 2013 | en_US |
| dc.date.accessioned | 8-十二月-2017 14:47:29 (UTC+8) | - |
| dc.date.available | 8-十二月-2017 14:47:29 (UTC+8) | - |
| dc.date.issued (上傳時間) | 8-十二月-2017 14:47:29 (UTC+8) | - |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/115066 | - |
| dc.description.abstract (摘要) | 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，透過服務業所發展的「服務創新」，或許是提升台灣產業附加價值很重要的一環。過往國內外有關服務創新的研究，多偏向於專案層次的探討，對於組織層級卻著墨很少，其中有關「組織方式(Organizing)」的研究更屈指可數。故本研究以此議題為著眼點，並以「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」四大構面為研究架構主軸，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。初步研究結果發現(1)發展服務創新的企業，在組織設計上除了具有正式化的組織外，也會強調系統化的非正式組織，前者適合有形服務商品的開發，後者適合無形服務的發展。同時，也因為考量服務的無形性，需要強調跨部門之間的互動與合作。(2)發展服務創新的企業，在創新人力資源管理上，會特別著重於與接觸第一線顧客的員工之互動。在創新人力績效衡量方面，則會將顧客滿意度納入評核項目。(3)發展服務創新的企業，在外部連結與知識取得上，會以開放式創新的概念積極向外獲取所需之技術知識與市場知識，並且讓顧客參與新服務的開發過程。本研究最後並提出實務上與後續研究上的建議。 | zh_TW |
| dc.description.abstract (摘要) | Taiwan‘s manufacturing industry has always been strong, but its gained profit margin has been gradually decreasing as the global competition 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, particularly 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 organizing 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 organizing 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 indicators (KPI). (3)As far as organizing 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. | en_US |
| dc.relation (關聯) | 執行起迄：2013/08/01~2014/07/31 | zh_TW |
| dc.relation (關聯) | 102-2410-H-004-160 | zh_TW |
| dc.subject (關鍵詞) | 服務創新;組織設計;人力資源;跨部門連結;外部連結;知識取得 | zh_TW |
| dc.subject (關鍵詞) | Service innovation; Organizing; Human resources management; Inter-divisional integration; External links; Knowledge acquisition | en_US |
| dc.title (題名) | 服務創新管理之研究-組織層級的觀點 | _TW |
| dc.type (資料類型) | report | - |
