服務創新為近年來企業所關注之議題，可能可以為企業帶來競爭優勢，給予顧客新的服務價值。然而，在這發展迅速與競爭激烈的環境中，服務創新之開發過程常受到阻礙。企業該如何運用組織能力，達到最大化的服務創新成效，是當今企業急需關切的議題。本研究以問卷調查台灣企業之服務創新發展概況，依企業投入服務創新活動的程度，將服務創新分為低度創新、漸近式創新、激進式創新與雙元性創新，探討不同服務創新類型的驅動能力因素與服務績效分析。根據文獻探討，本研究提出影響企業服務創新發展的關鍵驅動能力為：(1)組織領導風格 (2)組織策略 (3)管理機制。研究結果顯示不同類型服務創新型態，會有不同的服務績效，雙元性創新類型企業認為其競爭優勢自我感知績效程度最高，但依實際財務指標發現資產報酬率與淨利率逐年降低。不同類型的服務創新型態，會有不同的關鍵驅動能力，漸進式創新類型的企業具有低積極性與低賦權性，其組織策略具有競爭者導向，雖人力資源創新導向低，但會透過教育訓練來加強員工的創新能力；激進式創新的企業具有低風險承受性，在組織策略方面其與漸進式創新、低度創新類型無顯著差異，但特別的是管理機制方面，採用專業資訊系統程度較漸進式創新類型低；雙元性創新類型的企業具有高風險承受性、高積極性與高賦權性，員工較能自行決定所該追求的商機，在組織策略方面有高競爭者導向與高人力創新導向，且內外部人員參與程度最高，並有高度的知識整合管理機制與資訊科技基礎資源。

Recent years have seen increased attention being given to service innovation in enterprises. Service innovation may provide a competitive advantage and give customers the new value of service. However, the new service development process is often hampered during the environment of the rapid development and fierce competition. How enterprises use organization driving forces to maximize the effectiveness of service innovation is an important issue. The method to carry out this study was using a questionnaire survey in Taiwan enterprises. Depending on the degree of innovation in service enterprises, service innovation can be divided into low innovation, incremental innovation, radical innovation and ambidextrous innovation. Then explore the driving forces and performance of the service innovation types. According to the literature, this study presents the three driving forces which affect the development of service innovation: (1) organizational entrepreneurship, (2) organizational strategy, (3) management mechanism. Our analysis finds that different service innovation types have different service performance. Ambidextrous innovation has highest degree of self-perceived competitive advantage and service performance, but the actual financial indicators suggest that its’ return on assets and net profit margin is decreased year by year. Other findings are that different service innovation types have different driving forces. Incremental innovation has low proactiveness, low empowerment, high competitor orientation and low innovative human resource, but it will be to strengthen the innovation capacity of staff through education and training. Radical innovation has low risk taking. Specifically, the usage of professional information systems on radical innovation is lower than incremental innovation. Ambidextrous innovation has high risk taking, high proactiveness and high empowerment, so their employees can decide to pursuit business opportunities. Otherwise, ambidextrous innovation has high competitor orientation, high innovative human resource, high involvement, high knowledge integrator and IT management mechanisms.

摘要 i
Abstract ii
目錄 iv
圖目錄 vi
表目錄 vii
第一章 緒論 1
第二章 文獻探討 4
2.1 服務創新的類型與優劣勢 4
2.2 服務創新與服務績效的關聯 6
2.3 服務創新策略的抉擇 6
2.3.1 組織創業精神 7
2.3.2 組織策略的擬定 7
2.3.3 管理機制的權衡 8
2.4 研究架構 9
第三章 研究方法 10
3.1 資料蒐集 10
3.2 研究變數衡量與敘述性統計 12
3.2.1 服務創新活動 12
3.2.2 服務績效 13
3.2.3 創業精神 15
3.2.4 組織策略 17
3.2.5 管理機制 19
3.3 信度與效度分析 21
3.4 研究分析方法 26
第四章 研究分析與結果 27
4.1 不同創新類型對服務績效之差異分析 27
4.1.1 競爭優勢 27
4.1.2 服務創新績效 28
4.2 不同創新類型對組織創業精神之差異分析 29
4.3 不同創新類型對組織策略之差異分析 33
4.3.1 人力資源創新導向 34
4.3.2 顧客、員工、企業夥伴參與 35
4.3.3 競爭者導向 36
4.4 不同創新類型對管理機制之差異分析 39
4.4.1 知識管理整合機制 39
4.4.2 資訊科技(IT)基礎資源 39
4.4.3 資訊科技(IT)於新服務發展應用 42
第五章 討論與結論 44
5.1 研究發現與討論 44
5.2 研究貢獻 49
5.3 研究限制 49
參考文獻 50
附錄 57

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