本文選題：價值共創(chuàng)　切入點：控制方式　出處：《華中科技大學》2014年博士論文　論文類型：學位論文

【摘要】：隨著全球化、競爭和顧客需求異質化進程的加速,單打獨斗的經營方式已經不再適合企業(yè)的發(fā)展。越來越多的企業(yè)跳出自身的藩籬,在外部尋求可以進行能力互補的企業(yè)合作。通過供應鏈協(xié)同,供應鏈上的兩個或多個企業(yè)可以通過彼此協(xié)調和共同努力,在激烈的市場競爭中達成它們個體所無法實現(xiàn)的目標。然而,實踐過程中,供應鏈協(xié)同并沒有實現(xiàn)其預期的承諾。機會主義、對供應鏈伙伴的利用、背叛等都阻礙著供應鏈協(xié)同的實現(xiàn)。此時,有效的控制方式就成為實現(xiàn)供應鏈協(xié)同的重要保證。然而,目前關于控制方式和供應鏈協(xié)同之間關系和作用機制的研究還十分缺乏,也沒有引起學者們足夠的重視。鑒于此,探討控制方式、供應鏈協(xié)同和企業(yè)績效之間的關系,以及在環(huán)境不確定性下的作用機制,有助于豐富和發(fā)展控制方式和供應鏈協(xié)同的相關理論,給企業(yè)提供更好的建議。 論文主要研究成果和創(chuàng)新如下： 首先,從服務主導邏輯出發(fā),對價值和價值共創(chuàng)進行深入分析,指出企業(yè)在價值共創(chuàng)中旁觀者、協(xié)助者、參與者的三個角色�，F(xiàn)有供應鏈協(xié)同主要還停留在旁觀者和協(xié)助者的地方,對參與者的角色認識不足。因此,要真正實現(xiàn)價值共創(chuàng),供應鏈協(xié)同不僅要在上下游企業(yè)之間進行,不僅要將顧客引入到協(xié)同過程中,還需要深入到顧客的消費流程中去。 其次,構建了控制方式、供應鏈協(xié)同和企業(yè)績效之間的研究模型,并通過來自中國240家企業(yè)的調研數(shù)據(jù)進行了實證分析。結果表明：結果控制和非正式控制對供應鏈協(xié)同具有顯著正向影響；在結果控制和非正式控制對企業(yè)績效的影響中,供應鏈協(xié)同起中介作用；而企業(yè)規(guī)模的調節(jié)作用表明,中小企業(yè)結果控制對供應鏈協(xié)同的正向影響高于大型企業(yè)；大型企業(yè)非正式控制對供應鏈協(xié)同具有顯著正向影響,而中小企業(yè)則正向影響不顯著；供應鏈協(xié)同對中小企業(yè)績效具有顯著正向影響,而對大型企業(yè)績效正向影響不顯著；在企業(yè)發(fā)展過程中,對控制方式的運用存在著從結果控制逐步向結果控制和非正式控制混合運用過渡的趨勢等結論。 最后,考慮到環(huán)境不確定性,分析了在其影響下控制方式和供應鏈協(xié)同之間的關系,以及不同控制方式之間的替代和互補關系。實證結果表明：隨著環(huán)境不確定性程度的上升,結果控制、非正式控制對供應鏈協(xié)同的正向影響作用趨于下降,行為控制對供應鏈協(xié)同的影響結果不顯著。在正式控制和非正式控制對供應鏈協(xié)同的交互作用中,結果控制和非正式控制為替代關系,而行為控制和非正式控制的互補關系沒有得到數(shù)據(jù)支持。
[Abstract]:With the acceleration of globalization, competition and the heterogeneous process of customer demand, the single way of management is no longer suitable for the development of enterprises. More and more enterprises jump out of their own barriers. Looking externally for complementary business cooperation. Through supply chain collaboration, two or more enterprises in the supply chain can coordinate and work together with each other. In the fierce market competition, they can not achieve their individual goals. However, in practice, the supply chain collaboration did not achieve its expected commitment. Betrayal hinders the realization of supply chain coordination. At this time, effective control mode becomes an important guarantee to realize supply chain coordination. However, the research on the relationship and mechanism between control mode and supply chain coordination is still very scarce. In view of this, the relationship between control mode, supply chain synergy and firm performance, and the mechanism of action under the uncertainty of environment, have not been paid enough attention to. It is helpful to enrich and develop the relevant theories of control mode and supply chain coordination, and provide better advice to enterprises. The main research results and innovations are as follows:. First of all, starting from the service-oriented logic, the author analyzes the value and value creation deeply, and points out that the enterprise is a bystander and a helper in the value creation. The three roles of participants. The existing supply chain collaboration mainly stays in the place of bystander and helper, and the role of participant is not well understood. Therefore, in order to truly realize value creation, supply chain collaboration should not only be carried out between upstream and downstream enterprises. It is necessary not only to introduce the customer into the collaborative process, but also to go deep into the customer's consumption process. Secondly, the research model of control mode, supply chain collaboration and enterprise performance is constructed. The results show that: result control and informal control have a significant positive impact on supply chain coordination, and in the effect of result control and informal control on enterprise performance, the empirical analysis is carried out from 240 enterprises in China, the results show that: (1) results control and informal control have a significant positive impact on supply chain coordination; Supply chain coordination plays an intermediary role, and the regulatory effect of enterprise scale shows that the positive impact of small and medium-sized enterprises on supply chain coordination is higher than that of large enterprises; informal control of large enterprises has a significant positive impact on supply chain coordination. In the process of enterprise development, supply chain synergy has a significant positive impact on the performance of small and medium-sized enterprises, but not on the performance of large enterprises; in the process of enterprise development, the supply chain synergy has a significant positive impact on the performance of small and medium-sized enterprises. There is a tendency of transition from result control to result control and mixed use of informal control. Finally, considering the uncertainty of environment, the relationship between control mode and supply chain coordination under its influence is analyzed. The empirical results show that with the increase of environmental uncertainty, the positive effect of informal control on supply chain synergy tends to decline with the increase of environmental uncertainty. The effect of behavior control on supply chain collaboration is not significant. In the interaction between formal control and informal control, the result control and informal control are the substitution relations. The complementary relationship between behavioral control and informal control is not supported by data.
【學位授予單位】：華中科技大學
【學位級別】：博士
【學位授予年份】：2014
【分類號】：F274;F275

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