| Summary: | 碩士 === 東吳大學 === 企業管理學系 === 107 === Employees are the cornerstone of the establishment of organization. The voice channel has always been an important part of a company's information flow, but actually, many companies don’t pay much attention to this aspect or even have defects, which affects the internal and external motivation of employees and makes the organization unable to make more effective decision making. However, past researches have focused on the relation between voice management and leadership styles or psychological theories, but few links related to the theory of value co-creation. It was found that colleagues’ suggestions were resorted to, and the process was not punished for different ideas, which leads to the employees’ intrinsic motivation to be satisfied, and employees are valued by the company, so they become more willing to make constructive voices.
This study quotes the point of view of value co-creation in marketing field to the voice management. The research tries to explore the basis of the voice management under the viewpoint of value co-creation through the value co-creation in marketing and reviewing voice and value co-creation literatures. Then, through the in-depth interview method of qualitative research, understand how the organization adopts the voice management under the co-creation perspective. Finally, after summarizing and integrating the interview results, we will confirm the key success factors of the voice management under the view of promoting value co-creation.
This study adopts case study method to conduct in-depth interview with a traditional SME and three new startups. Each company’s interviewee is a director and his eight subordinates. After the text analysis results of the verbatim drafts of the interviews, we found that the maturity of voice management will affect the willingness of the employees to make voices. The source of the meaning of work and the process of execution will be summarized after adding the concept of value co-creation to voice management. After the interview, we found that employees can find the source of the meaning of the work during the process, and are willing to try to make voices to achieve the intrinsic motivational needs and trust of the mind, and the company no longer has rigid hierarchical pressure to make the information flow more transparent and fast. This will improve the working atmosphere and group cohesion. Therefore, the concept of value co-creation is a key factor in the optimization of the voice management.
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