企業必須不斷創新來維持競爭力，創新也常是整個企業最重要的策略與核心價值，政府也了解服務創新之重要性，以計劃鼓勵服務業在台設置服務研發中心。在過去的服務創新研究中，所探討的層面多以新服務研發流程為主，對於企業該如何組織所謂「服務研發組織」的研究則是較少。本研究認為以組織結構觀點以及跨部門互動觀點，可以得知服務業在發展服務研發組織時應當注意幾項關鍵要素，以利企業發展服務創新。本研究以個案研究法針對發展服務創新優異之企業－萬海航運、中華電信、遠東百貨、中國信託商業銀行等四家個案進行深入研究，因此，本研究發現歸納以下六點： 一、企業發展服務研發組織，組織單位須建立直屬總經理底下。二、為了方便內部資訊流通，服務研發組織內部階層化程度低。三、服務研發組織部門內的工作以專案形式運作。四、服務研發部門主管授權程度高。五、新服務研發流程第一階段趨勢研究，各部門高階主管都要一同參與會議。六、服務研發組織在正式的跨部門互動中，強調包含資訊整合平台；非正式跨部門合作中，強調員工們彼此共享願景。最後，本研究之結論認為服務業會因為市場趨勢之改變，需要彈性高的組織，而導致服務業研發組織之組織方式為多樣態。

Enterprise should keep innovate to maintain its competitiveness, innovation therefore become the most important strategy and core value in the whole business. Besides, government plans to encourage enterprise to set up service R&D center in Taiwan. In the past research, there were many studies mainly examining new service development process. However, how a service business organizes its R&D activities is less studied. From the perspective of organizational structure and cross functional interaction, the study identifies some key factors and characteristics in developing its service R&D organization. Based on four cases of service companies including Wan Hai Lines LTD, Chunghwa Telecom, Far East department store and CTBC Bank, the study indicates: (1) A service R&D department should be established right under the general manager; (2) Keeping the service R&D organization flat and low hierarchy to let the information flow and communication more fluently; (3) The innovation tasks within the organization should be done via projects; (4) The person in charge in service R&D organization has high degree of authorization; (5) In the first phase of FIND trending study, all the executives should join the meeting; (6) Information integration platform should be established in order to facilitate formal cross-functional interaction, whereas visions are usually shared with each other via informal mechanisms.. In conclusion, some managerial implications are provided that service industry requires high elasticity of organization due to the change of market trend and which resulting in diversity of R&D organization in service companies.

摘要 I
ABSTRACT II
誌謝辭 III
目錄 IV
圖目錄 VII
表目錄 VIII
第一章、緒論 1
1.1 研究背景 1
1.2 研究問題以及動機 2
1.3 章節架構 3
第二章、文獻探討 4
2.1 服務 4
2.2 創新 5
2.3 服務創新 6
2.4 組織結構之定義 8
2.5 組織結構之構面 10
2.6 服務業研發組織 13
2.7 服務業研發流程與跨部門互動 15
2.8 研究架構 20
第三章、研究方法 22
3.1 個案研究法 22
3.2 個案選擇 23
3.3 訪談對象選擇 26
3.4 資料蒐集 27
3.5 資料分析 29
第四章、個案研究 32
4.1 萬海航運個案 32
4.1.1新服務研發流程 34
4.1.2 階層化 35
4.1.3 正式化 37
4.1.4 集權化 38
4.1.5 跨部門互動 38
4.2 中華電信個案 41
4.2.1 新服務研發流程 44
4.2.2 階層化 45
4.2.3 正式化 47
4.2.4 集權化 48
4.2.5 跨部門互動 49
4.3 遠東百貨個案 52
4.3.1 新服務研發流程 54
4.3.2 階層化 56
4.3.3 正式化 57
4.3.4 集權化 58
4.3.5 跨部門互動 59
4.4 中國信託個案 62
4.4.1 新服務研發流程 65
4.4.2 階層化 66
4.4.3 正式化 66
4.4.4 集權化 67
4.4.5 跨部門互動 67
4.5 小結 70
第五章、結論與建議 73
參考文獻 80
中文文獻 80
英文文獻 80
參考網站 85
附錄：訪談問卷 87

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