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论文编号：	248
作者编号：	20022462
上传时间：	2008/6/17 23:43:46
中文题目：	服务企业模块化经营模式研究
英文题目：	Study on Modular Business Mode
指导老师：	王迎军教授
中文关键字：	服务企业，产品模块化，内部模块
英文关键字：	Service CorporationProduct M
中文摘要：	20世纪90年代以来，伴随着以互联网为核心的信息技术的迅猛发展，人类社会进入了新经济时代。“模块化”日益成为企业应对环境的变化，增强战略弹性，获取竞争优势的重要手段。国内外学者对“模块化”理论的研究已经取得了丰富的成果，但总体来看还没有形成完整的理论体系。特别是目前的模块化理论主要是基于对制造业的研究，对服务业的研究成果还很有限，与服务经济日益重要的地位不相匹配。基于此，本文以服务业作为研究对象，结合模块化和服务管理的相关理论，探讨服务企业模块化经营的特点、层次结构、治理机制和支持体系，力图为服务企业的模块化经营提供操作化的理论框架。 本文的研究属于概念性理论创建范畴，因此适合使用定量研究的方法。文中主要采用了文献分析、系统分析、比较研究和案例研究的方法。在案例研究中，为了提高研究的效度，考虑到金融保险业的模块化经营比较具有代表性，本文选取了某人寿保险公司作为主案例，对该公司的模块化经营实践进行了比较系统、深入的分析。在具体写法上，为体现案例研究所要求的模式匹配原则，将主案例的相关内容分列在各核心章节的后面，以便进行直观的对照。同时，为了提高研究的信度，本文还选取了不同服务行业的7个案例作为补充。 服务的无形性、过程性和高顾客接触特点，使服务企业的模块化经营与制造企业存在很大差异，这种差异主要表现在以下几个方面：从模块化的动因来看，制造业的模块化通常是建立在技术模块化的基础上的，而服务企业模块化的主要推动力量则来源于顾客价值的驱动；从模块化的主体来看，制造业模块化的主体是产品和技术。而在服务业，由于服务的高顾客接触性和过程性特点，模块化的主体则由产品、技术变成了组织和人；从产品模块化与组织模块化的关系来看，制造业的组织模块化是建立在产品模块化基础上的，组织模块（无论是内部模块还是外部模块）通常都与产品的不同组成部分或不同的产品有着比较清晰的对应关系；而服务产品模块化通常和组织模块化没有严格对应关系，服务企业的组织模块主要是与服务流程或者企业价值链的某一环节相对应。 从服务的特点出发，服务企业模块化经营主要从两个维度展开：一是按照顾客接触度的高低将模块化分为前台模块化和后台模块化两个层次。前台模块化的主要目标是创新激励和顾客满意，需要运用授权的方法；后台模块化的主要目标是降低成本和提高效率，需要尽可能多地采用标准化的方法。二是将服务企业模块化按照企业边界划分为内部模块化和外部模块化两种组织模式。服务的无形性特点，使制造业通过外部模块化实现的最重要的收益——创新激励效应在服务业部分“失灵”，这就使服务企业的模块化需要更多地在企业内部展开。另一方面，由于不存在严格的界面约束和接口标准，服务的无形性也为企业充分利用外部合作伙伴为顾客提供完整解决方案创造了条件。 服务产品的模块化可以划分为有形部分和无形部分。有形部分包括作为服务提供物的有形产品和有形的服务设施；无形部分则包括作为服务提供物的无形产品和服务过程。服务企业内部模块化经营包括服务提供系统的模块化和内部组织结构的模块化。组织模块化的实质是将市场机制引入企业内部，通过提高各模块的独立性来增强企业的战略弹性和创新能力，有助于解决组织中知识和权利不匹配的问题，降低代理成本和促进团队合作。内部模块化的顺利运行需要建立有效的激励协调机制，包括企业内部市场的交易机制，组织内部的信任承诺机制、基于服务利润链的内部营销机制和员工授权。 服务企业通过特许经营、服务外包、产业集群和战略联盟等形式建立外部模块化网络，有助于企业在日益复杂和激烈的竞争环境下获取竞争优势。建立外部模块化网络是企业在内部科层组织和完全市场交易之外的第三种选择，可以使企业有效降低交易成本；有助于企业低成本获取外部资源和知识；使企业通过组织间学习和低成本的知识转移来实现创新；模块化网络成员之间长期合作形成的复杂关系是一项不可模仿的资源，是企业核心竞争力的重要组成部分。为了获得外部模块化网络创造的网络租金，必须建立有效的网络治理机制，通过完善利益协调机制，构建合作信任的文化，提高失信成本等途径，确保整个网络形成协同效应。 服务企业是否适合模块化经营以及采取什么样的模块化经营模式受到多方面因素的影响。从外部来看，主要取决于顾客需求、市场厚度两个因素；从内部来看，主要取决于产品（服务）特点、核心能力、内部流程的标准化、信息技术的应用和企业文化五个因素。这些因素共同构成了模块化经营的平台。服务企业需要在对上述内、外部因素进行综合评价的基础上，确定自己的模块化战略，以实现价值创新，获取竞争优势。
英文摘要：	Recent twenty years since 1990 has seen the emerging of new economy ages, with the rapid development of Internet-based information technology. Modularity is becoming the critical approach for enterprises to react to environment change, improve strategic flexibility, and gain competitive strength. Although scholars abroad have made fruitful achievements on modularization theory, an integral theoretical system, in a general prospective, is far away from a mature shape. Specifically, current modularity study is mostly focused on manufactory industry, while few on service industry, which has been not able to agree with the increasingly important role of service economy. In the given situation, taking service industry as research field, the dissertation aims to provide theoretical framework in connection with pertinent theories for modularized business operation of service corporations, by discussion on features, mode, managerial mechanism and supportive structure of modularized business operation of service corporations. The dissertation is of conceptual theory study and thus applicable to qualitative research. Documentary analysis, systematic analysis, comparative research and case study are adopted. In case study, a life insurer is selected as research sample to ensure the effectiveness of study, as the modularized operation in insurance industry is more typical. In the structure arrangement of the dissertation, contents of the main case is listed in related core chapters respectively for easy comparison based on mode matching principles of case study practice. In addition, seven cases from other different service corporation are picked up as supplementary study to enforce the credibility of the study in this dissertation. Features of service–intangibility, process-base and high customer contact frequency–create huge differences than manufactory entities in terms of modularized operation, lying on following respects: in view of driving motivation, manufactory modularity is usually based on technology modularity, while service corporation on client value; in view of principle body, manufactory modularity focuses on product and technology, while service industry on organization and people due to its continuity and high client contact frequency; in view of relationship of product modularity and organization modularity, the former is the base of the later in manufactory industry—organization module (regardless internal and external) normally has clear connection with different parts of the products or different products, while the former has no fixed connection with the later in service industry—organization module is mainly connected and corresponding to service process or certain part of value chain, and less concerns components of service products. In the prospective of service feature, service corporation modularity operation is developed into two dimensions: One is to separate into foreground module and background module according to client contact frequency. Authorization shall be adopted in foreground module to encourage innovation and satisfy the clients; while standardization shall be applied to background module to lower the cost and improve efficiency. The other is to categorize into internal module and external module according to organizational broad. Specifically, the continuity of service industry results in partially “malfunction” of innovation inspiration effect, which is the most important benefit produced from external module in manufactory enterprises, and this requires internal module to play a vital role in service organizations in this regard. Meanwhile, the continuity also facilitates the organization to utilize external business partners to provide clients with integral solutions. External module may help the organization to reduce the cost, improve strategic flexibility and realize rapid growth by fully leveraging the external resources. Product modularity include tangible and intangible parts.The tangible part is consist of tangible products and service facilities, and the intangible part is consist of intangible products and service processes. Different parts should be modularized by different methods. Internal modularity of service corporation shall be taken into operation per following respects: service supply system modularity and internal organization structure modularity. Modularity of organization helps the matching between knowledge and power, to increase the efficiency of knowledge transfer, lower the substitutive cost and promote the team playing. It is helpful to match the power and knowledge within an organization. The essence of internal organization module is to introduce the market mechanism into the corporation, to strengthen the strategic flexibility and innovation by enforcing the independency of various modules. Effective motivating and coordinating mechanism is necessary to ensure internal module to run smoothly, consisting four aspects: transaction mechanism of internal corporation market, trust and commitment mechanism within the organization, internal marketing mechanism based on the service profit chain and employee authorization. Service corporation establishes its external modularity network through franchising, service outsourcing, industry cluster and strategic alliance, etc., which may facilitate the organization to gain competitive strength in the increasing fierce environment. The third path for the organization is to set up external module network besides the internal hierarchy structure and market transaction. It lowers transaction cost effectively and helps to obtain external resource and knowledge in low cost. This mode realizes the innovation through the mutual learning and low cost knowledge transfer. Long-term cooperation of members in module network is a non-imitable resource and thus becomes the critical part of organizational core competency. In order to gain the net rental created from external module network, it is imperative to build up effective network management mechanism, improve interest leveraging mechanism, construct cooperating and trusting culture, increase fraud cost and ensure the cooperating effect of the whole network. Whether the service corporation is applicable to modularity operation and which mode to choose is influenced by many factors. Externally, clients segmentation and market thickness are the two major factors; internally, it concerns five factors -- product (service) features, core competenc, standardization of internal process, technology information application and corporation culture. All these factors build up the platform for modularity operation. Therefore, service corporation shall choose and determine the suitable modularity strategy, based on the comprehensive analysis and assessment of internal and external factors, to fulfill value innovation and win the competitive advantage.
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