發(fā)布時(shí)間：2019-04-18 13:43

【摘要】：無論是發(fā)達(dá)國家還是發(fā)展中國家，服務(wù)業(yè)在其經(jīng)濟(jì)增長和就業(yè)中所起到的積極作用都毋庸置疑。由于技術(shù)的快速發(fā)展、顧客需求的快速變化以及激烈的競爭，當(dāng)今服務(wù)型企業(yè)開發(fā)的服務(wù)產(chǎn)品面臨著極短的生命周期，服務(wù)型企業(yè)的生存和發(fā)展越來越依賴于自身快速成功的開發(fā)新服務(wù)的能力。當(dāng)今，世界經(jīng)濟(jì)正變得更具服務(wù)導(dǎo)向，很多企業(yè)認(rèn)識(shí)到必須在新服務(wù)的提供能力上戰(zhàn)勝競爭對(duì)手，才能更好的立足，新服務(wù)開發(fā)正日趨成為服務(wù)型產(chǎn)業(yè)甚至非服務(wù)型產(chǎn)業(yè)的企業(yè)戰(zhàn)略的一個(gè)關(guān)鍵點(diǎn)。由于服務(wù)本身具有無形性、異質(zhì)性、不可分離性和易逝性，致使服務(wù)產(chǎn)品呈現(xiàn)出生命周期短、易被競爭對(duì)手模仿等特點(diǎn)。這使得新服務(wù)開發(fā)有別于產(chǎn)品和技術(shù)創(chuàng)新，其對(duì)外部環(huán)境要素的依賴性更為明顯和突出�？梢姡�，與制造型企業(yè)進(jìn)行新產(chǎn)品開發(fā)不同的是，服務(wù)企業(yè)施行新服務(wù)開發(fā)需要綜合考慮各個(gè)參與到服務(wù)過程中的主體。多主體的參與大大增加了新服務(wù)開發(fā)的管理難度，為防止新服務(wù)開發(fā)中出現(xiàn)機(jī)會(huì)主義行為以及更好地實(shí)現(xiàn)新服務(wù)開發(fā)效益，新服務(wù)開發(fā)的激勵(lì)研究必不可少。 因?yàn)樾路⻊?wù)開發(fā)和網(wǎng)絡(luò)組織都具有多主體、共同利益、集體協(xié)作、以信息通信技術(shù)為支撐等特點(diǎn)，所以網(wǎng)絡(luò)組織研究的相關(guān)理論可以給新服務(wù)開發(fā)的研究提供有力的支持。本文圍繞網(wǎng)絡(luò)組織的內(nèi)涵分析了新服務(wù)開發(fā)和網(wǎng)絡(luò)組織的契合性，為利用網(wǎng)絡(luò)組織研究新服務(wù)開發(fā)提供了依據(jù)。通過對(duì)新服務(wù)開發(fā)中企業(yè)與其他外部主體的關(guān)系特征研究，構(gòu)建出新服務(wù)開發(fā)協(xié)同網(wǎng)絡(luò)，并分析了其特點(diǎn)。緊接著，論文基于委托-代理理論建立起定量化的激勵(lì)模型；通過分析，針對(duì)新服務(wù)開發(fā)企業(yè)給出了幾條激勵(lì)建議；同時(shí)還討論了新服務(wù)開發(fā)中的信息共享策略與利潤分配策略，本文將這兩個(gè)策略作為激勵(lì)策略的輔助機(jī)制，以期使激勵(lì)策略收到更好的效果。本文利用MATLAB 7.0對(duì)激勵(lì)模型進(jìn)行了仿真驗(yàn)證，驗(yàn)證結(jié)果基本符合激勵(lì)模型的初步分析結(jié)果，另外在仿真結(jié)果基礎(chǔ)上提出了更具建設(shè)性的激勵(lì)建議。最后，討論了本篇論文寫作的不足之處并對(duì)未來的研究提出了自己的看法。通過以上分析，得出了本文的兩塊結(jié)論。一是提出和建立了新服務(wù)開發(fā)網(wǎng)絡(luò)，一是從外部環(huán)境因素、網(wǎng)絡(luò)自身因素、外部主體因素給出了詳細(xì)的激勵(lì)策略。
[Abstract]:There is no doubt that services play an active role in economic growth and employment in both developed and developing countries. Due to the rapid development of technology, the rapid change of customer demand and the fierce competition, the service products developed by service enterprises today are facing a very short life cycle. The survival and development of service-oriented enterprises depend more and more on their ability to develop new services rapidly and successfully. Today, the world economy is becoming more service-oriented, and many enterprises realize that they must overcome their competitors in the ability to deliver new services in order to be better established. New service development is becoming a key point of the enterprise strategy of service-oriented industry and even non-service-oriented industry. Because of the invisibility, heterogeneity, inseparability and perishable nature of the service itself, the service product has the characteristics of short life cycle and easy to be imitated by the competitors. This makes new service development different from product and technology innovation, and its dependence on external environmental elements is more obvious and prominent. It can be seen that, different from manufacturing enterprises to carry out new product development, the implementation of new service development in service enterprises needs to comprehensively consider the main body involved in the service process. The multi-agent participation greatly increases the management difficulty of the new service development. In order to prevent opportunistic behavior in the new service development and realize the benefit of the new service development, the incentive research of the new service development is necessary. Because new service development and network organization have the characteristics of multi-agent, common benefit, collective cooperation, and supported by information and communication technology, the relevant theories of network organization research can provide powerful support for the research of new service development. This paper analyzes the concordance of new service development and network organization around the connotation of network organization, which provides a basis for the research of new service development by network organization. By studying the relationship between enterprises and other external agents in the development of new services, a collaborative network of new service development is constructed, and its characteristics are analyzed. Then, based on the principal-agent theory, the paper sets up a quantitative incentive model, and through the analysis, gives several incentive suggestions for the new service development enterprises. At the same time, the information sharing strategy and profit allocation strategy in the development of new service are also discussed. In this paper, the two strategies are used as the auxiliary mechanism of incentive strategy, in order to make the incentive strategy get better effect. In this paper, MATLAB 7.0 is used to simulate and verify the excitation model, and the results are basically in line with the preliminary analysis results of the excitation model. On the basis of the simulation results, more constructive incentive suggestions are put forward. Finally, this paper discusses the shortcomings of this paper writing and puts forward their own views on the future research. Through the above analysis, two conclusions are drawn in this paper. First, a new service development network is proposed and established. First, detailed incentive strategies are given from external environmental factors, network self-factors and external subject factors.
【學(xué)位授予單位】：杭州電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F224;F719

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