| Summary: | 碩士 === 國立政治大學 === 科技管理與智慧財產研究所 === 102 === 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.
|
|---|
