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題名 從動態能力的觀點探討企業的數位服務創新
Exploring Enterprise Digital Service Innovation from the Perspective of Dynamic Capabilities作者 徐郁詠
Hsu, Yu-Yung貢獻者 吳豐祥
Wu, Feng-Shang
徐郁詠
Hsu, Yu-Yung關鍵詞 服務創新
動態能力
數位服務
新服務開發流程
服務創新管理
價值共創
Service innovation
Dynamic capabilities
Digital services
New service development process
Service innovation management
Value co-creation日期 2024 上傳時間 4-九月-2024 13:59:52 (UTC+8) 摘要 隨著科技與數位技術的快速與蓬勃發展，企業在開發新服務或新產品上越來越重視新技術的導入，以期能以科技賦能達成產品或服務的創新。另外，服務主導邏輯的重要程度也逐漸提升，取代了過往以商品主導邏輯為主的企業思維，因此不論在何種產業中，都開始挹注更多資源在新服務的開發，為的是透過服務創新來為企業與顧客雙方創造價值，並且提升顧客對企業的正面印象與黏著度。 在探討企業的服務創新時，動態能力是其中一個重要的觀點與探討角度。企業的動態能力包括感知機會與威脅、抓住機會、轉化為服務 (Teece, 2007)、構思新服務、拆解並組合服務 (den Hertog et al., 2010) 等能力。這些動態能力使得企業能夠更快速地適應市場與競爭環境的變化，並開發創新的服務來滿足市場的需求。此外，企業也運用動態能力持續從組織外部與內部學習與整合新的知識，藉以優化與提升服務的品質。企業透過轉化的動態能力，有效率地將組織內部與外部的資源重新配置，以提升企業的營運效率與服務創新的成效。動態能力對於企業服務創新的每一個環節都起到關鍵的作用，是企業不可或缺的重要能力。然而，在den Hertog et al. (2010)的研究中，缺乏企業在感知競爭環境後，決定抓住機會到轉化為新服務這段過程中所需的服務能力。因此，本研究加入了Teece (2007) 的動態能力研究觀點，以彌補den Hertog et al. (2010) 的動態能力缺口，並以此觀點探討企業的數位服務創新作為。 本研究選定兩個研究個案進行探討，一個是金融產業中的房貸相關服務，另一個是電商產業中的開店輔導服務。本研究以服務創新管理的角度出發，從「動態能力」的觀點來分析企業如何運用感知、抓住、轉化、構思、組合/拆解、擴展等六種能力來做出開發新服務的決策，並且如何建立價值傳遞系統以及進行團隊間的跨領域合作。至於服務創新的構面上，本研究主要探討企業如何形塑新服務的概念、建立新的顧客互動模式以及服務中的價值共創過程。最後，透過企業自身與消費者採納的觀點，檢視服務為雙方分別創造的價值、成效與服務品質。 本研究所得到的主要結論如下： 結論一、企業在形成新服務概念時，會分析既有服務之顧客旅程中的每一個顧客節點，以了解現存的服務缺口或尚未提供服務的顧客節點，並為這些旅程節點設計新服務，以滿足整個顧客旅程中顧客所需要的所有功能與需求。 結論二、企業在設計新服務時，會在服務的各個階段設計不同的顧客互動模式。並透過與顧客之間的互動，來收集顧客對於服務的回饋，以達到根據市場需求變化而持續優化服務的效果。 結論三、企業會運用感知的能力來了解所處的競爭環境，先從競爭服務中找出不足之處與深入了解市場需求，再運用抓住的能力來掌握市場缺口，以做為推出新服務的切入點。 結論四、企業會運用轉化的能力，將所產生的新服務概念形塑成具體的新服務。且會運用跨團隊或跨部門合作的方式來進行開發，此外，也會善用過去的開發經驗與服務模組來加快新服務的開發。 結論五、企業會透過消除服務提供者與服務採用者之間的資訊不對稱與透明化資訊的作法，來吸引更多的使用者，並讓顧客能夠更輕易地滿足其需求及獲取價值。 結論六、企業在推出新服務時，通常會先以免費的形式推出，以提升服務採用率與顧客感知價值。待服務上線一段時間後，會考慮轉為營利服務或是連動企業內其他的收費服務，以創造更龐大的經濟價值。 本研究最後提出學術上的貢獻、實務方面的建議以及後續研究之建議。
With the rapid and vigorous development of technology and digital technology, enterprises are increasingly focusing on the introduction of new technologies in the development of new services or products in order to achieve product or service innovation through technological empowerment. In addition, the importance of service-oriented logic is gradually increasing, replacing the past commodity-oriented logic as the main focus of corporates. Therefore, more resources are being invested in the development of new services in various industries, aiming to create value for both the enterprise and customers through service innovation, and to enhance customers' positive impression and loyalty to the enterprise. When discussing service innovation in enterprises, dynamic capabilities are an important perspective and angle of exploration. The dynamic capabilities of enterprises include the ability to sense opportunities and threats, seize opportunities, transform them into services (Teece, 2007), conceive new services, and decompose and recombine services (den Hertog et al., 2010). These dynamic capabilities enable enterprises to adapt more quickly to changes in the market and competitive environment, and to develop innovative services to meet market demands. Furthermore, enterprises use dynamic capabilities to continuously learn and integrate new knowledge from external and internal sources in order to optimize and enhance the quality of services. Through transformative dynamic capabilities, enterprises efficiently reallocate internal and external resources to improve operational efficiency and the effectiveness of service innovation. Dynamic capabilities play a critical role in every aspect of enterprise service innovation and are indispensable to enterprises. However, in the study by den Hertog et al. (2010), there is a lack of discussion on the service capabilities needed by enterprises in the process from sensing the competitive environment to deciding to seize opportunities and transform them into new services. Therefore, this study incorporates Teece's (2007) perspective on dynamic capabilities to address the gap in dynamic capabilities identified by den Hertog et al. (2010), and uses this perspective to explore digital service innovation in enterprises. This study selected two research cases for investigation, one being related to mortgage services in the financial industry, and the other being store opening guidance services in the e-commerce industry. Starting from the perspective of service innovation management, the study analyzes how enterprises utilize six capabilities - sensing, seizing, transforming, envisioning, combining/decomposing, and expanding - from the viewpoint of "dynamic capabilities" to make decisions on developing new services, and how to establish a value delivery system and engage in interdisciplinary collaboration among teams. Furthermore, within the dimension of service innovation, the study primarily explores how enterprises shape the concept of new services, establish new customer interaction models, and engage in the value co-creation process within services. Finally, through the perspectives of both the enterprise itself and consumers, the study examines the value, effectiveness, and service quality created for both parties through the services. The main conclusions obtained from this study are as follows: Conclusion 1: When companies are forming new service concepts, they will analyze every customer touchpoint in the existing service journey to understand the existing service gaps or touchpoints where services have not been provided. They will then design new services for these journey touchpoints to meet all the functions and needs required by customers throughout the entire customer journey. Conclusion 2: When enterprises design new services, they will design different customer interaction models at various stages of the service. By interacting with customers, they collect feedback on the service to continuously optimize it based on changing market demands. Conclusion 3: Enterprises will use their perceptual abilities to understand the competitive environment they are in, starting by identifying shortcomings in competitive services and gaining a deeper understanding of market demands. They will then utilize their seizing abilities to grasp market gaps, serving as a starting point for launching new services. Conclusion 4: Companies will utilize their transformative capabilities to shape the new service concepts into concrete new services. They will also collaborate across teams or departments to carry out development, and leverage past development experiences and service modules to expedite the development of new services. Conclusion 5: Companies will attract more users and enable customers to more easily satisfy their needs and obtain value by eliminating information asymmetry between service providers and service adopters and making information more transparent. Conclusion 6: When companies launch new services, they typically start by offering them for free to increase service adoption rates and customer perceived value. 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國立政治大學
科技管理與智慧財產研究所
111364120資料來源 http://thesis.lib.nccu.edu.tw/record/#G0111364120 資料類型 thesis dc.contributor.advisor 吳豐祥 zh_TW dc.contributor.advisor Wu, Feng-Shang en_US dc.contributor.author (作者) 徐郁詠 zh_TW dc.contributor.author (作者) Hsu, Yu-Yung en_US dc.creator (作者) 徐郁詠 zh_TW dc.creator (作者) Hsu, Yu-Yung en_US dc.date (日期) 2024 en_US dc.date.accessioned 4-九月-2024 13:59:52 (UTC+8) - dc.date.available 4-九月-2024 13:59:52 (UTC+8) - dc.date.issued (上傳時間) 4-九月-2024 13:59:52 (UTC+8) - dc.identifier (其他 識別碼) G0111364120 en_US dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/153133 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 科技管理與智慧財產研究所 zh_TW dc.description (描述) 111364120 zh_TW dc.description.abstract (摘要) 隨著科技與數位技術的快速與蓬勃發展，企業在開發新服務或新產品上越來越重視新技術的導入，以期能以科技賦能達成產品或服務的創新。另外，服務主導邏輯的重要程度也逐漸提升，取代了過往以商品主導邏輯為主的企業思維，因此不論在何種產業中，都開始挹注更多資源在新服務的開發，為的是透過服務創新來為企業與顧客雙方創造價值，並且提升顧客對企業的正面印象與黏著度。 在探討企業的服務創新時，動態能力是其中一個重要的觀點與探討角度。企業的動態能力包括感知機會與威脅、抓住機會、轉化為服務 (Teece, 2007)、構思新服務、拆解並組合服務 (den Hertog et al., 2010) 等能力。這些動態能力使得企業能夠更快速地適應市場與競爭環境的變化，並開發創新的服務來滿足市場的需求。此外，企業也運用動態能力持續從組織外部與內部學習與整合新的知識，藉以優化與提升服務的品質。企業透過轉化的動態能力，有效率地將組織內部與外部的資源重新配置，以提升企業的營運效率與服務創新的成效。動態能力對於企業服務創新的每一個環節都起到關鍵的作用，是企業不可或缺的重要能力。然而，在den Hertog et al. (2010)的研究中，缺乏企業在感知競爭環境後，決定抓住機會到轉化為新服務這段過程中所需的服務能力。因此，本研究加入了Teece (2007) 的動態能力研究觀點，以彌補den Hertog et al. (2010) 的動態能力缺口，並以此觀點探討企業的數位服務創新作為。 本研究選定兩個研究個案進行探討，一個是金融產業中的房貸相關服務，另一個是電商產業中的開店輔導服務。本研究以服務創新管理的角度出發，從「動態能力」的觀點來分析企業如何運用感知、抓住、轉化、構思、組合/拆解、擴展等六種能力來做出開發新服務的決策，並且如何建立價值傳遞系統以及進行團隊間的跨領域合作。至於服務創新的構面上，本研究主要探討企業如何形塑新服務的概念、建立新的顧客互動模式以及服務中的價值共創過程。最後，透過企業自身與消費者採納的觀點，檢視服務為雙方分別創造的價值、成效與服務品質。 本研究所得到的主要結論如下： 結論一、企業在形成新服務概念時，會分析既有服務之顧客旅程中的每一個顧客節點，以了解現存的服務缺口或尚未提供服務的顧客節點，並為這些旅程節點設計新服務，以滿足整個顧客旅程中顧客所需要的所有功能與需求。 結論二、企業在設計新服務時，會在服務的各個階段設計不同的顧客互動模式。並透過與顧客之間的互動，來收集顧客對於服務的回饋，以達到根據市場需求變化而持續優化服務的效果。 結論三、企業會運用感知的能力來了解所處的競爭環境，先從競爭服務中找出不足之處與深入了解市場需求，再運用抓住的能力來掌握市場缺口，以做為推出新服務的切入點。 結論四、企業會運用轉化的能力，將所產生的新服務概念形塑成具體的新服務。且會運用跨團隊或跨部門合作的方式來進行開發，此外，也會善用過去的開發經驗與服務模組來加快新服務的開發。 結論五、企業會透過消除服務提供者與服務採用者之間的資訊不對稱與透明化資訊的作法，來吸引更多的使用者，並讓顧客能夠更輕易地滿足其需求及獲取價值。 結論六、企業在推出新服務時，通常會先以免費的形式推出，以提升服務採用率與顧客感知價值。待服務上線一段時間後，會考慮轉為營利服務或是連動企業內其他的收費服務，以創造更龐大的經濟價值。 本研究最後提出學術上的貢獻、實務方面的建議以及後續研究之建議。 zh_TW dc.description.abstract (摘要) With the rapid and vigorous development of technology and digital technology, enterprises are increasingly focusing on the introduction of new technologies in the development of new services or products in order to achieve product or service innovation through technological empowerment. In addition, the importance of service-oriented logic is gradually increasing, replacing the past commodity-oriented logic as the main focus of corporates. Therefore, more resources are being invested in the development of new services in various industries, aiming to create value for both the enterprise and customers through service innovation, and to enhance customers' positive impression and loyalty to the enterprise. When discussing service innovation in enterprises, dynamic capabilities are an important perspective and angle of exploration. The dynamic capabilities of enterprises include the ability to sense opportunities and threats, seize opportunities, transform them into services (Teece, 2007), conceive new services, and decompose and recombine services (den Hertog et al., 2010). These dynamic capabilities enable enterprises to adapt more quickly to changes in the market and competitive environment, and to develop innovative services to meet market demands. Furthermore, enterprises use dynamic capabilities to continuously learn and integrate new knowledge from external and internal sources in order to optimize and enhance the quality of services. Through transformative dynamic capabilities, enterprises efficiently reallocate internal and external resources to improve operational efficiency and the effectiveness of service innovation. Dynamic capabilities play a critical role in every aspect of enterprise service innovation and are indispensable to enterprises. However, in the study by den Hertog et al. (2010), there is a lack of discussion on the service capabilities needed by enterprises in the process from sensing the competitive environment to deciding to seize opportunities and transform them into new services. Therefore, this study incorporates Teece's (2007) perspective on dynamic capabilities to address the gap in dynamic capabilities identified by den Hertog et al. (2010), and uses this perspective to explore digital service innovation in enterprises. This study selected two research cases for investigation, one being related to mortgage services in the financial industry, and the other being store opening guidance services in the e-commerce industry. Starting from the perspective of service innovation management, the study analyzes how enterprises utilize six capabilities - sensing, seizing, transforming, envisioning, combining/decomposing, and expanding - from the viewpoint of "dynamic capabilities" to make decisions on developing new services, and how to establish a value delivery system and engage in interdisciplinary collaboration among teams. Furthermore, within the dimension of service innovation, the study primarily explores how enterprises shape the concept of new services, establish new customer interaction models, and engage in the value co-creation process within services. Finally, through the perspectives of both the enterprise itself and consumers, the study examines the value, effectiveness, and service quality created for both parties through the services. The main conclusions obtained from this study are as follows: Conclusion 1: When companies are forming new service concepts, they will analyze every customer touchpoint in the existing service journey to understand the existing service gaps or touchpoints where services have not been provided. They will then design new services for these journey touchpoints to meet all the functions and needs required by customers throughout the entire customer journey. Conclusion 2: When enterprises design new services, they will design different customer interaction models at various stages of the service. By interacting with customers, they collect feedback on the service to continuously optimize it based on changing market demands. Conclusion 3: Enterprises will use their perceptual abilities to understand the competitive environment they are in, starting by identifying shortcomings in competitive services and gaining a deeper understanding of market demands. They will then utilize their seizing abilities to grasp market gaps, serving as a starting point for launching new services. Conclusion 4: Companies will utilize their transformative capabilities to shape the new service concepts into concrete new services. They will also collaborate across teams or departments to carry out development, and leverage past development experiences and service modules to expedite the development of new services. Conclusion 5: Companies will attract more users and enable customers to more easily satisfy their needs and obtain value by eliminating information asymmetry between service providers and service adopters and making information more transparent. Conclusion 6: When companies launch new services, they typically start by offering them for free to increase service adoption rates and customer perceived value. After a period of time online, they may consider transitioning to a profitable service or linking with other paid services within the company to create greater economic value. This study concludes by presenting academic contributions, practical recommendations, and suggestions for future research. en_US dc.description.tableofcontents 第一章 緒論 1 第一節 研究背景與動機 1 一、數位創新的進程 1 二、服務創新在今日環境的重要性 2 第二節 研究目的與問題 3 第三節 論文結構 4 第二章 文獻探討 5 第一節 動態能力 5 一、資源基礎理論 5 二、動態能力概念 7 三、動態能力的組織學習觀點 11 第二節 服務創新 14 一、服務創新概念 14 二、服務主導邏輯 19 三、新服務開發流程 22 四、數位服務創新 24 第三節 價值共創 26 一、價值定義 26 二、價值共創 28 第四節 文獻小結 31 一、文獻小結 31 二、文獻缺口 32 第三章 研究方法 34 第一節 研究架構 34 第二節 研究變項說明 35 一、服務創新管理 35 二、服務創新 36 三、服務創新結果與成效 37 第三節 研究方法 38 一、質性研究 38 二、個案研究 39 三、個案選擇 40 四、資料收集方式 40 第四章 個案研究 43 第一節 X公司 43 一、個案公司背景與發展沿革 43 二、服務創新管理 44 三、服務創新 48 四、服務創新結果與成效 50 第二節 Y公司 53 一、個案公司背景與發展沿革 53 二、服務創新管理 55 三、服務創新 59 四、服務創新結果與成效 63 第三節 個案彙整 66 第五章 研究發現與討論 72 第六章 研究結論與建議 82 第一節 研究結論 82 第二節 學術貢獻 85 第三節 實務建議 86 第四節 後續研究建議 88 參考文獻 90 附錄一 本研究訪談大綱 98 zh_TW dc.format.extent 2570162 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0111364120 en_US dc.subject (關鍵詞) 服務創新 zh_TW dc.subject (關鍵詞) 動態能力 zh_TW dc.subject (關鍵詞) 數位服務 zh_TW dc.subject (關鍵詞) 新服務開發流程 zh_TW dc.subject (關鍵詞) 服務創新管理 zh_TW dc.subject (關鍵詞) 價值共創 zh_TW dc.subject (關鍵詞) Service innovation en_US dc.subject (關鍵詞) Dynamic capabilities en_US dc.subject (關鍵詞) Digital services en_US dc.subject (關鍵詞) New service development process en_US dc.subject (關鍵詞) Service innovation management en_US dc.subject (關鍵詞) Value co-creation en_US dc.title (題名) 從動態能力的觀點探討企業的數位服務創新 zh_TW dc.title (題名) Exploring Enterprise Digital Service Innovation from the Perspective of Dynamic Capabilities en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) Alt, R., & Puschmann, T. 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