本文選題：客戶知識管理績效 + 關(guān)系嵌入�。� 參考：《東華大學》2013年博士論文

【摘要】：20世紀80年代以后,技術(shù)進步的突飛猛進導致企業(yè)產(chǎn)品生命周期越來越短,而消費者的日趨成熟,以及在市場自由化驅(qū)動下消費轉(zhuǎn)移壁壘的降低,都使得企業(yè)對消費需求的動態(tài)變化越來越難以琢磨和認知。這種基于技術(shù)與市場的動態(tài)性所帶來的市場競爭的激變讓企業(yè)變得疲于奔命。另一方面,歐美企業(yè)迫于競爭加劇的減員策略在削減成本的同時卻破壞性地造成了企業(yè)知識資產(chǎn)的流失。在此情勢下,歐美企業(yè)抱住了以穩(wěn)固客戶關(guān)系并延長客戶忠誠周期為主旨的客戶關(guān)系管理的大腿以規(guī)避上述的經(jīng)營風險。但是,不幸地是,來自企業(yè)的調(diào)查顯示,客戶關(guān)系管理并沒有能夠很好地履行它的使命,拯救企業(yè)于倒懸。進入21世紀,企業(yè)面對的商業(yè)環(huán)境繼續(xù)呈現(xiàn)出更趨動態(tài)而復雜的態(tài)勢。 在應(yīng)對不確定性且復雜的21世紀商業(yè)環(huán)境挑戰(zhàn)的背景下,企業(yè)不斷對客戶關(guān)系管理進行反思,并通過對一些應(yīng)對復雜性環(huán)境挑戰(zhàn)而創(chuàng)新變革價值創(chuàng)造活動并獲得巨大成功的企業(yè)進行參詳,來不斷地變革自己的商業(yè)思維。而這一商業(yè)思維劇變的核心,就是知識要素已經(jīng)無可替代地成為決定企業(yè)核心競爭優(yōu)勢的重要資產(chǎn)。同時,學者們基于知識經(jīng)濟對商業(yè)價值創(chuàng)造活動影響的實證研究與田野觀察,也證實了這種趨勢的不可逆轉(zhuǎn)。由此,在營銷創(chuàng)新實踐和科學研究前沿領(lǐng)域中,以客戶知識的獲取、轉(zhuǎn)移、分享、創(chuàng)造為核心價值活動的客戶知識管理開始被極大地關(guān)注并被賦予了更高的期許。 但是,企業(yè)的客戶知識管理是否會遭遇到客戶關(guān)系管理曾經(jīng)同樣的尷尬呢? 為此,如何有效地實施企業(yè)的客戶知識管理,使之成為真正的迎接市場競爭挑戰(zhàn)的利器,是管理學術(shù)界的重要使命。因此,借助于科學的邏輯推演或?qū)嵶C的科學驗證,探索出客戶知識管理的成功策略,將能保證企業(yè)在此方面的實踐有科學的指引,或者有解困之路,不至于摔倒了卻爬不起來。 目前,學術(shù)界和企業(yè)界的共識在于,知識源自于客戶,來源于客戶知識管理所定義的廣義客戶群體。而這種廣義客戶包括了以消費者、戰(zhàn)略伙伴、上下游企業(yè)為代表的外部客戶,也包括了以企業(yè)雇員、股東和管理團隊為代表的內(nèi)部客戶。所以,如何實現(xiàn)對內(nèi)、外部客戶的知識管理成為了企業(yè)運營模式和戰(zhàn)略思維創(chuàng)新的一個亮點。 借助于對那些面對動態(tài)復雜環(huán)境轉(zhuǎn)型成功企業(yè)的考察(例如通用、蘋果、IBM等),這些市場績效,尤其是營銷績效卓越的企業(yè)恰恰是應(yīng)對復雜知識網(wǎng)絡(luò)環(huán)境的杰出學習代表。他們在持續(xù)地與內(nèi)外部客戶進行良性互動中,借助于深度與廣度的關(guān)系嵌入,實現(xiàn)了對廣義客戶構(gòu)成的知識網(wǎng)絡(luò)的整合與開發(fā),并通過推動組織學習,從而有效地促進了顯性和隱性知識的挖掘、整合、應(yīng)用和創(chuàng)新,并最終促成企業(yè)客戶知識管理能力與績效的顯著提升。由此,就企業(yè)客戶知識管理的系統(tǒng)而言,存在著知識網(wǎng)絡(luò)的關(guān)系嵌入、組織學習和客戶知識管理績效三者之間動態(tài)演化的影響關(guān)系。 為此,本研究的核心問題就是試圖去探索客戶知識管理績效影響機制的內(nèi)在關(guān)系機理和優(yōu)化策略是什么?對此問題的探究,論文從以下的邏輯層次和相關(guān)的研究內(nèi)容進行了探索性的邏輯推演和實證研究。 (1)以邏輯推演的方式構(gòu)建了客戶知識管理績效的影響機制模型。論文以客戶管理理論的變遷,以及出現(xiàn)在兩家企業(yè)中實際的客戶知識管理的困境為引子,依據(jù)成熟的“戰(zhàn)略(環(huán)境)→結(jié)構(gòu)(行為)→績效(產(chǎn)出)”的管理學研究范式,借鑒SECI知識螺旋理論和知識Ba理論建構(gòu)了企業(yè)客戶知識管理的系統(tǒng)框架和影響機制模型。該模型意味著企業(yè)在環(huán)境動態(tài)性的沖擊下,促進企業(yè)核心知識資產(chǎn)增長和客戶知識管理績效提升,將采取嵌入外部和內(nèi)部客戶知識網(wǎng)絡(luò)的策略,并在組織學習行為的推動下,實現(xiàn)對企業(yè)廣義客戶知識的獲取、分享、轉(zhuǎn)移與創(chuàng)造。因此,本研究涉及的相關(guān)理論包括了環(huán)境動態(tài)性理論、關(guān)系嵌入理論、組織學習理論和客戶知識管理理論。 (2)對客戶知識管理績效影響機制的探究所涉及到的管理構(gòu)念進行了量表的設(shè)計與科學檢驗。論文對研究主題的深入,將引用的管理構(gòu)念包括：環(huán)境動態(tài)性、關(guān)系嵌入、組織學習、客戶知識管理績效等。為了實證研究的需要,本研究在借鑒成熟量表和自行開發(fā)量表的基礎(chǔ)上,進行了上述構(gòu)念的量表設(shè)計和檢驗。由于上述管理構(gòu)念的量表開發(fā)往往根植于西方的管理實踐和管理情境,因此,基于中國企業(yè)實踐的量表開發(fā),將為基于中國情境的管理研究提供有益的參考。 (3)對客戶知識管理績效的影響機制進行了實證研究。本研究基于回歸分析的研究工具,具體考察了“內(nèi)、外部關(guān)系嵌入(前因變量)→組織學習(中介變量)→客戶知識管理績效(結(jié)果變量)”的各個潛變量之間的影響關(guān)系,組織學習的中介效應(yīng)以及環(huán)境動態(tài)性的調(diào)節(jié)效應(yīng)等,從而闡述了客戶知識管理績效的影響機制,為進一步提出客戶知識管理的策略設(shè)計奠定了科學基礎(chǔ)。 (4)基于客戶知識網(wǎng)絡(luò)的內(nèi)、外部關(guān)系嵌入視角,對客戶知識管理績效的影響機制進行了基于實證的比較研究。在構(gòu)建客戶知識管理績效影響機制模型的基礎(chǔ)上,本研究以結(jié)構(gòu)方程分析方法為依據(jù),驗證并比較了企業(yè)知識網(wǎng)絡(luò)的“內(nèi)、外部關(guān)系嵌入→組織學習→客戶知識管理績效”內(nèi)在影響機制的差異性。 本研究以199家企業(yè)為研究樣本,通過模型的推演和實證分析,借助于回歸分析技術(shù)和結(jié)構(gòu)方程模型擬合技術(shù),得到了以下的關(guān)鍵結(jié)論： (1)關(guān)系嵌入直接影響了客戶知識管理績效的提升。 (2)組織學習在外部關(guān)系嵌入與客戶知識管理績效之間起部分中介作用,組織學習在內(nèi)部關(guān)系嵌入與客戶知識管理績效之間起完全中介作用。 (3)技術(shù)環(huán)境動態(tài)性對外部關(guān)系嵌入與客戶知識管理績效之間起正向調(diào)節(jié)作用,而技術(shù)環(huán)境動態(tài)性對內(nèi)部關(guān)系嵌入與客戶知識管理績效之間不具有調(diào)節(jié)作用。 (4)通過對內(nèi)、外部關(guān)系嵌入與客戶知識管理績效內(nèi)在影響機制的模型比較,探索性地得出了其他21個有意義的研究結(jié)論。 事實上,大量的理論研究和實證檢驗證明,企業(yè)成功的關(guān)鍵是企業(yè)與足夠數(shù)量的“資源門戶”建立網(wǎng)絡(luò)聯(lián)系。并且企業(yè)網(wǎng)絡(luò)的異質(zhì)性越高,企業(yè)成功的概率越大。此外,企業(yè)網(wǎng)絡(luò)還有助于企業(yè)的知識獲取、知識利用、風險投資青睞和提升企業(yè)績效。特別是,在知識經(jīng)濟條件下,企業(yè)的日常行為和創(chuàng)新決策幾乎總是鑲嵌在特定的知識網(wǎng)絡(luò)情境中,而非存在于完全獨立的“孤島”里。因此,基于知識網(wǎng)絡(luò)理論和社會資本中關(guān)系嵌入理論的企業(yè)客戶知識管理績效影響機制研究,為破解企業(yè)績效差異性的命題提供了有力的研究工具和理論視角。由此,本研究的研究結(jié)果在理論研究和應(yīng)用創(chuàng)新方面的學術(shù)價值體現(xiàn)為如下的描述： (1)客戶知識的獲取必須置于一個網(wǎng)絡(luò)環(huán)境,即組織內(nèi)客戶知識網(wǎng)絡(luò)和組織間客戶知識網(wǎng)絡(luò)。因此,基于這種判斷,本研究采用企業(yè)知識網(wǎng)絡(luò)關(guān)系嵌入的研究視角探究客戶知識管理績效的影響機制,為客戶知識管理理論的深化提供了理論研究的新視角和實證結(jié)論。 (2)有關(guān)客戶知識管理績效影響機制的研究乏善可陳。本研究基于SCP(戰(zhàn)略—行為—績效)的研究范式,提出了客戶知識網(wǎng)絡(luò)關(guān)系嵌入→組織學習行為→客戶知識管理績效的研究框架,并對這一模型給出了實證研究結(jié)論,從而對理論創(chuàng)新和應(yīng)用研究進行了有益的探索和補充。 (3)對內(nèi)、外部客戶知識網(wǎng)絡(luò)關(guān)系嵌入對客戶知識管理績效內(nèi)在影響機制的比較研究,可以為企業(yè)客戶知識管理的策略優(yōu)化和組織學習的改進路徑提供有價值的意見和建議,為企業(yè)的實踐應(yīng)用提供研究型支持。
[Abstract]:After 1980s, the rapid progress of technology has led to the shorter life cycle of the enterprise products, and the growing maturity of the consumer and the reduction of the consumption transfer barriers driven by the liberalization of the market all make the enterprises more and more difficult to understand and understand the dynamic changes in the consumption demand. This is based on the dynamics of technology and market. On the other hand, European and American enterprises are forced to cut costs while cutting costs and disrupt enterprise knowledge assets. In this situation, European and American enterprises hold customers with a firm customer relationship and extended customer loyalty cycles. The relationship management thigh to avoid the above business risk. But, unfortunately, the survey from the enterprise shows that CRM has not been able to perform its mission well and save the enterprise from overhanging. In twenty-first Century, the business environment faced by the enterprise continues to become more dynamic and complex.
In response to the uncertainty and complexity of the twenty-first Century business environment challenge, enterprises constantly reflect on customer relationship management and continue to change their business thinking through a number of enterprises that have been innovating and innovating value creation and great success to cope with the challenges of the complex environment. The core of the upheaval is that the knowledge elements have become an irreplaceable important asset to determine the core competitive advantage of the enterprise. At the same time, the empirical research and field observation based on the influence of knowledge economy on business value creation also confirm the irreversible trend of this trend. Thus, the practice of marketing innovation and the frontier of scientific research In the field, customer knowledge management with customer knowledge acquisition, transfer, sharing, and creation as the core value activity began to be greatly concerned and given higher expectations.
However, will the customer knowledge management of enterprises encounter the same awkwardness of customer relationship management?
Therefore, how to effectively implement the enterprise's customer knowledge management and make it a real weapon to meet the challenge of the market competition is an important mission to manage the academic circle. Therefore, the successful strategy of customer knowledge management will be explored with the help of scientific logic deduction or empirical scientific verification, which will ensure that the practice of the enterprise is scientific in this respect. The guidance, or the way to overcome difficulties, will not fall down but not climb up.
At present, the consensus of the academia and the business community is that knowledge originates from the customer and comes from the broad customer group defined by customer knowledge management. This broad customer includes external customers represented by consumers, strategic partners, upstream and downstream enterprises, and internal customers represented by enterprise employees, shareholders and management teams. Therefore, how to achieve knowledge management of internal and external customers has become a highlight of enterprise operation mode and strategic thinking innovation.
With the help of surveys of successful enterprises facing a dynamic and complex environment (such as general purpose, apple, IBM, etc.), these market performance, especially those with excellent marketing performance, are outstanding learning representatives to cope with the complex knowledge network environment. They are in a healthy interaction with the internal and external customers, with the aid of depth and breadth. Relational embeddedness realizes the integration and development of knowledge networks composed of broad customers, and by promoting organizational learning, it effectively promotes the mining, integration, application and innovation of explicit and implicit knowledge, and ultimately promotes the ability and performance of enterprise customer knowledge management. Thus, the system of enterprise customer knowledge management is the system of enterprise customer knowledge management. In other words, there is a dynamic relationship between knowledge network embeddedness, organizational learning and customer knowledge management performance, and the dynamic evolution between the three.
Therefore, the core of this study is to try to explore the internal relationship mechanism and the optimization strategy of the performance impact mechanism of customer knowledge management, and to explore the logical inference and evidence research from the following logical level and related research content.
(1) the impact mechanism model of customer knowledge management performance is constructed by logical deduction. The thesis is based on the change of customer management theory and the predicament of the actual customer knowledge management in two enterprises as a guide, and based on the mature management research paradigm of "strategic (environment) structure (row for)" and "performance (output)", drawing on the SECI Knowledge helix theory and knowledge Ba theory construct the system framework and influence mechanism model of enterprise customer knowledge management. This model means that the enterprise will promote the growth of enterprise core knowledge assets and improve the performance of customer knowledge management under the impact of environment dynamic, and will adopt the strategy of embedding external and internal customer knowledge network. With the promotion of learning behavior, the knowledge acquisition, sharing, transfer and creation of enterprise generalized customer knowledge are realized. Therefore, the related theories involved in this study include the theory of environmental dynamics, the theory of relationship embeddedness, the theory of organizational learning and the theory of customer knowledge management.
(2) the design and scientific inspection of the management structure involved in the research on the impact mechanism of customer knowledge management performance are carried out. The thesis is deeply concerned with the research topics, including the environmental dynamics, relationship embeddedness, organizational learning, and customer knowledge management performance. For the need of empirical research, this study is used for reference. On the basis of the maturity scale and the self-development scale, the scale design and test of the above-mentioned construction are carried out. The scale development of the above management is often rooted in the management practice and management situation in the West. Therefore, the scale development based on the practice of Chinese enterprises will provide useful reference for the Management Research Based on the Chinese situation.
(3) An Empirical Study on the impact mechanism of customer knowledge management performance is conducted. Based on the research tools of regression analysis, this study investigates the relationship between the latent variables of "internal, external relationship embeddedness (antecedent variables), organizational learning (intermediary variable), customer knowledge management performance (result variable)", and the intermediary of organizational learning. The effect and the regulation effect of environmental dynamics are introduced, and the influence mechanism of customer knowledge management performance is expounded, which lays a scientific foundation for the further development of the strategy design of customer knowledge management.
(4) based on the internal and external relationship embeddedness perspective, the impact mechanism of customer knowledge management performance is empirically compared. On the basis of constructing the model of the impact mechanism of customer knowledge management performance, this study uses the structural equation analysis method as the basis to verify and compare the "inside and outside" of the enterprise knowledge network. The difference of the internal influence mechanism between the relationship embeddedness, organizational learning and customer knowledge management performance.
In this study, 199 enterprises are used as research samples. Through the deduction and empirical analysis of the model, the following key conclusions are obtained by means of regression analysis and structural equation model fitting.
(1) relational embeddedness directly affects the improvement of customer knowledge management performance.
(2) organizational learning plays a partial intermediary role between the embeddedness of external relationship and the performance of customer knowledge management. Organizational learning plays a complete intermediary role between internal relationship Embeddedness and customer knowledge management performance.
(3) there is a positive adjustment between the dynamic external relationship embeddedness of the technology environment and the performance of customer knowledge management, and the dynamic nature of the technology environment does not regulate the internal relationship Embeddedness and the performance of customer knowledge management.
(4) by comparing the internal and external relationship embeddedness with the internal impact mechanism of customer knowledge management, 21 other meaningful research conclusions are explored.
In fact, a large number of theoretical and empirical tests prove that the key to the success of a business is to establish a network connection with a sufficient number of "resource Portals". The higher the heterogeneity of the enterprise network, the greater the probability of success for the enterprise. In addition, the enterprise network will also help the enterprise's knowledge acquisition, knowledge utilization, venture investment favor and promotion. In particular, under the condition of knowledge economy, the daily behavior and innovation decision of the enterprise are almost always embedded in the specific knowledge network situation, rather than in the completely independent "isolated island". Therefore, the research on the influence mechanism of enterprise customer knowledge management performance based on the theory of knowledge network and the theory of relationship embeddedness in social capital. It provides a powerful research tool and theoretical perspective to solve the proposition of enterprise performance difference, and the academic value of this research results in theoretical research and application innovation is described as follows:
(1) the acquisition of customer knowledge must be placed in a network environment, namely, the customer knowledge network within the organization and the Inter Organizational customer knowledge network. Therefore, based on this judgment, this study uses the research perspective of the enterprise knowledge network relationship to explore the influence mechanism of the customer knowledge management performance, and provides a theory for the deepening of the theory of customer knowledge management. New perspectives and empirical conclusions of the study.
(2) the research on the impact mechanism of customer knowledge management performance is weak. Based on the research paradigm of SCP (strategic behavior performance), the research framework of the embeddedness of customer knowledge network relationship, organizational learning behavior, and customer knowledge management performance is proposed, and the empirical research conclusions are given to the model, thus the theoretical innovation is made. And it is a useful exploration and supplement.
(3) a comparative study on the internal influence mechanism of the internal and external customer knowledge network relationship on the performance of customer knowledge management can provide valuable suggestions and suggestions for the strategy optimization of enterprise customer knowledge management and the improvement path of organizational learning, and provide research support for the practice and application of the enterprise.
【學位授予單位】：東華大學
【學位級別】：博士
【學位授予年份】：2013
【分類號】：F272

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