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论文编号：	8547
作者编号：	1120130796
上传时间：	2016/6/17 16:22:18
中文题目：	知识密集型服务采购企业的全球内包与外包战略及其绩效研究
英文题目：	Global Insourcing and Outsourcing Strategy and Performance of Enterprises Purchasing Knowledge Intensive Business Services
指导老师：	吴晓云
中文关键字：	知识密集型服务；全球内包战略；全球外包战略；吸收能力；绩效
英文关键字：	Knowledge Intensity Services; Global Insourcing Strategy; Global Outsourcing Strategy; Absorptive Capability; Performance
中文摘要：	21世纪的知识经济市场，受到全球顾客更加复杂的需求的驱动，企业被迫要提供多样化的、集成化的产品和服务解决方案。越来越多的企业开始组织它们的内部和外部活动，选择和协调外部的知识密集型服务供应商网络，并吸收整合这些知识密集型服务最终形成一个完整的产品或服务解决方案提供给顾客。随之产生的重要经济现象就是，知识密集型服务业迅速发展成为全球经济的支柱产业，知识密集型服务的全球贸易额也与日俱增，知识密集型服务的全球内包和外包成为企业获取竞争优势的重要手段。但是，企业应当如何利用知识密集型服务的全球内包和外包来创造竞争优势呢？这已经成为理论研究和管理实践都非常关注的重要议题之一。经典服务营销研究指出，服务属性会对企业全球战略的制定产生影响，结合企业对知识密集型服务的全球内包和外包情境，知识密集型服务呈现出的新属性是否会对企业全球内包和外包战略的制定产生影响？现有研究并没有给出确切的答案。另外，企业在选择了适当的全球内包和外包战略后，仍表现出很大的绩效差异，这个问题又应当如何解释呢？也就是说，企业通过全球内包和外包获取的知识密集型服务成功转化为绩效的机制过程，学者们尚没有做出进一步的探讨。基于此，本文的研究主题是从采购企业的视角出发，基于交易成本理论、资源基础观（知识基础观）、匹配理论和动态能力理论等相关理论研究，结合对跨国公司的深度访谈，探讨知识密集型服务属性对全球内包和外包战略的前置影响，以及企业吸收能力在知识密集型服务转化为绩效过程中的重要作用，最终构建了知识密集型服务的全球内包和外包战略及其转化机制的概念模型。简单来讲，本研究不仅探讨了知识密集型服务的获取机制，还探讨了知识密集型服务的吸收转化机制。对获取机制的研究，有助于企业从知识密集型服务属性出发选择正确合适的全球内包或外包战略；对吸收转化机制的研究，有助于企业进一步有目的、有方向的利用获取到的知识密集型服务来改善企业绩效，同时也有助于解释为什么有的企业可以更有效的使用获取到的知识密集型服务产生竞争优势，而有的企业却不能实现这样的目的。围绕上述研究主题，本文开展了以下系统研究工作：第一，从现实需求和理论演进的角度说明对知识密集型服务的全球内包和外包战略研究的重要价值，提出研究问题、研究目的、研究意义、研究方法和技术路线。第二，全面系统的梳理了全球内包和外包战略相关理论、知识密集型服务相关理论和知识管理相关理论，在明晰以往研究现状的同时，为本文后续研究做好理论基础。第三，在文献回顾基础上，将企业对知识密集型服务的采购战略分为全球内包和全球外包战略两类，将知识密集型服务的特征归纳为知识内隐性、低资本密集性、交互性、专业化劳动力、创新性和可迁移性六个典型属性，将企业吸收能力按照吸收方式不同分为利用吸收能力和探索吸收能力两类，将企业绩效分为业务活动层面的战略绩效和企业层面的财务绩效两类，然后构建了本文的概念模型，分析模型各部分之间的逻辑关系，并提出研究假设。第四，结合本文研究需要，确定了本研究的调研对象和受访者，并在文献回顾和实地访谈的基础上进行量表开发、量表修正、问卷设计和问卷发放回收。第五，利用获取到的问卷数据对本文的概念模型和研究假设进行了实证检验，并详细分析了实证结果。在上述工作的完成基础上，本文得出了以下研究结论：第一，全球内包和外包战略对企业实现好的绩效并建立长期的竞争优势具有重要的基础作用。第二，全球内包和全球外包战略的实施对企业业务层面的绩效改善有不同的侧重。全球内包战略更侧重对企业运营方面绩效的提升；而全球外包战略更侧重对企业创新方面绩效的提升。第三，知识密集型服务呈现出的新属性会对企业全球内包和外包战略的选择产生积极影响。知识密集型服务的知识内隐性和低资本密集性对企业选择全球内包战略有正向影响；专业化劳动力、创新性和可迁移性对企业选择全球外包战略有正向影响。第四，吸收能力会影响全球内包和全球外包战略实施的有效性，并且不同的吸收方式会对战略绩效产生差异化影响。利用吸收能力显著正向调节全球内包和外包战略与运营绩效之间的关系；探索吸收能力显著正向调节全球内包和外包战略与创新绩效之间的关系。本文的理论贡献主要体现在：第一，从采购企业的视角，提出并探讨了企业全球内包和外包知识密集型服务并将知识密集型服务吸收转化为绩效的管理过程，丰富了全球内包和外包研究的理论知识体系。第二，本研究从知识密集型服务呈现出的新属性出发，探讨了服务属性对全球内包和外包战略的前置影响，丰富了企业战略管理的理论知识体系。第三，本文分析并探讨了两类服务采购战略，即全球内包战略和全球外包战略在业务层面产生的差异化绩效，丰富了企业绩效管理理论的知识体系。第四，从吸收能力的视角提出影响知识密集型服务整合效果的情境因素，进一步加深了对全球内包和外包战略向企业绩效转化机制的认识，同时丰富了战略匹配理论的知识体系。
英文摘要：	21st century is a knowledge economy times, the market has changed a lot. Companies, who are driven by global customers’ more and more complex demands, have to provide diversified, integrated products and services solutions. More and more companies begin to organize their internal and external activities, select and coordinate the external providers of knowledge intensive services, and absorb these knowledge intensive services to form a complete solution for their customers ultimately. Along with the market change, a lot of important economic phenomena have emerged, such as, knowledge intensive services have become the pillar industries of the global economy rapidly, the global trades of knowledge intensive services have been increasing, the global insourcing and outsouring of knowledge intensive services has been an important means of acquiring enterprise competitive advantages. But, how to utilize the global insourcing and outsourcing of knowledge intensive services to create competitive advantage? This question has been a very important issue for theoretical research and management practice. The classic service marketing research has pointed out that service attributes will affect companies’ global strategyies. Considering of the global insourcing and outsourcing of knowledge intensive services, do the knowledge intensive services’ new attributes have an influence on global insourcing strategy and global outsourcing strategy? The existing research have not given a definite answer. In addition, how to explain the great performance difference after choosing a proper global insourcing and outsourcing strategy? That is to say, the transformation mechanism that is used for successfully transforming the knowledge intensive services into performance, still have not been discussed by scholars. On that basis, this study sets up a model for the global insourcing strategy and global outsourcing strategy and the transformation mechanism of knowledge intensive services, to explore the influence of knowledge intensive services’ new attributes on global insourcing and outsourcing strategy, as well as the important role of enterprises’ absorptive capacity in the transforming process of knowledge intensive services into performance, based on relevant theoretical studies of transaction cost theory, resource-based view (knowledge base), dynamic capability theory and configuration theory from the perspective of sourcing companies. In short, this study not only discusses the acquisition but also the absorption and transformation of knowledge intensive services. The resolution of acquisition question can help enterprises to select a proper global insourcing or outsourcing strategy from the perspective of knowledge intensive services’ attributes. The resolution of absorption and transformation question can help enterprises to deploy knowledge intensive services effectively and efficiently, and this also can explain why some companies creat more competitive advantage by deploy the knowledge intensive services, and why most not. Focusing on the research subject, this study conducts the following work. Firstly, explains the important value of research on global insourcing and outsourcing of knowledge intensive services from a perspective of practical needs and theory evolution, then puts forward the research question, research purpose, research significance and research ideas. Secondly, reviews the relevant literatures around the holistic approach topic from the angle of global insourcing, global outsourcing, knowledge intensive services and knowledge management theory to lay a theoretical foundation for this study. Thirdly, sets forth a model and analyzes the theoretical basis and dimensions of the parts of this model as well as their logical relations and research hypothesis based on theoretical review, with the global sourcing strategy divided into two categories, global insourcing and global outsourcing strategy, the characteristics of knowledge intensive services divided into knowledge tacitness, low capital intensity, interactivity, specialized labor, innovation and transferability, the absorptive capacity divided into exploitation absorptive capability and exploration absorptive capability, as well as the performance divided into strategic performance (business activity level) and financial performance (enterprise level). Fourthly, combined with the research needs, determines the research objects of this study and the respondents, designs the measurement, corrects the measurement, designs the questionnaire via literature review and field studies, then implements a survey focusing on senior managers. Fifthly, conducts an empirical analysis on the sample data, tests the research hypothesis according to the empirical result, and analyzes the empirical result. Based on the above research work, the conclusions are included as follows. Firstly, the global insourcing and outsourcing strategy are important for enterprises to obtain excellent performance and creat competitive advantage. Secondly, different kinds of global sourcing strategy result in different performance in the business level. In details, global insourcing strategy is more beneficial for business operations performance, while global outsourcing strategy is more beneficial for business innovation performance. Thirdly, knowledge intensive services’ new attributes have a positive impact on global insourcing and outsourcing strategy. In details, knowledge tacitness and low capital intensity have a positive influence on global insourcing strategy, while specialized labor, innovation and transferability have a positive influence on global outsourcing strategy. Fourthly, absorptive capacity affects the effectiveness of the global insourcing and outsourcing strategy, and different ways of absorbing result in different impact on strategic performance. In details, the exploitation absorptive capacity positively moderates the relationship between global sourcing strategy and operating performance, while the exploration absorptive capacity positively moderates the relationship between global sourcing strategy and innovation performance. This study makes the following contributions. Firstly, puts forward and discusses the global insourcing and outsourcing of knowledge intensive services, and the management process of knowledge intensive services from acquisition to absorption from the perspective of sourcing companies, which enriches theories about global insourcing and outsourcing research. Secondly, discusses the impact of knowledge intensive services’ new attributes on global insourcing and outsourcing strategy, which enriches theories about enterprise strategy management. Thirdly, analyzes and discusses two types of global sourcing strategies and their different impacts on business level performance, which enriches theories about performance management. Fourthly, explores the contextual factors by using absorptive capacity, and adds our understanding about the transformation mechanism from global insourcing and outsourcing strategy into performance, which enriches theories about configuration management.
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