| Abstract: | 企業持續競爭優勢的研究，一直是策略管理的重要議題。學者們認為獨特的能力、核心能力、動態能力皆是形成競爭優勢的重要能力，支持發展這些能力的即是組織能力。本研究以知識服務組織為研究對象，嘗試找出為顧客創造價值的組織能力要項，並探討知識服務的過程中，如何透過組織能力與顧客共創價值。本研究以資源基礎觀點出發，由知識服務的種類與方式切入，識別知識服務組織重要資源，如人力資源、知識、資訊技術、有效率的程序及內外部關係，認為這5類重要資源需要以下的組織能力來加以運用，包括人力資源發展能力、學習吸收知識的能力、共同創造知識的能力、協同合作的能力、解決問題所需的改善能力、資訊技術應用的能力、關係建立的能力與關係維持的能力，並提出研究架構進行實證研究。實證研究以台灣資訊技術服務組織為對象，確認知識服務組織的8項組織能力要項，並發現會因對顧客提供的服務類型（功能型或方案型服務）之不同，所需之8項組織能力內涵也會有所不同，與顧客關係建立與維繫的方式亦不相同，並發現分工型、橫向展開型、共創型與互信型等四個知識服務價值創造類型。本研究提出的組織能力要項與知識服務價值創造類型不僅具有對台灣資訊技術服務組織有實務意義，對顧客價值共創之研究亦饒富意涵。
The sustainable competitive advantage of an enterprise has always been an important topic for strategy management study. Scholars propose the three types of capabilities including distinctive competence, core competence and dynamic capability are important for firms in order to stay competitive. To develop the three types of firms’ capability, firms need to have organizational capability. The scope of this study is aimed at knowledge-intensive service company. We try to identify the organizational capability in which the knowledge-intensive service companies adopt to create value for their customers and we discuss how the knowledge-intensive service company, in the process of offering knowledge-intensive service, co-creates value with its customers.According to the resource-based view theory, we analyze the types and methods of knowledge-intensive service and identify the five important resources for a knowledge-intensive service organization: human resource, knowledge, information technology, internal and external relationship and efficient operational process. In order for these five important resources to be effective, the following organizational capabilities must be in place: human resource development capability, learning and absorptive capability, knowledge co-creating capability, collaboration capability, problem solving and improvement capability, IT application capability, relationship capability and relationship retained capability. Research structure will be presented for the case study.This case study is targeted at Taiwanese Information Technology service organization. This study confirms the eight organizational capabilities and furthermore, it discovers that, for different types of services among different customers (functional and solution), the combination of the eight organizational capabilities could also be different. In the end, we present four types knowledge service value co-creation: distribution, expansion, mutual-trust, and co-creation. To summarize, organizational capabilities features and knowledge service value creation types not only are practical in real business but are also meaningful in customer value co-creation study. |
