【摘要】：服務(wù)外包已經(jīng)成為中國乃至世界經(jīng)濟(jì)的組成部分,而服務(wù)外包關(guān)系貫穿于服務(wù)外包的整個(gè)過程,直接影響著服務(wù)外包的合作績效。如何建立有效的外包關(guān)系治理機(jī)制成為協(xié)調(diào)和維系服務(wù)外包關(guān)系的關(guān)鍵,同時(shí)成為學(xué)術(shù)界和企業(yè)界關(guān)注的熱點(diǎn)問題。服務(wù)外包作為經(jīng)濟(jì)活動(dòng)的一種,嵌入在相應(yīng)的經(jīng)濟(jì)網(wǎng)絡(luò)中的。與以往僅從二元關(guān)系對服務(wù)外包關(guān)系及其治理進(jìn)行研究不同,本文從“嵌入性”視角對服務(wù)外包關(guān)系的治理進(jìn)行研究,分析了服務(wù)外包網(wǎng)絡(luò)及其特征,提出了兩種服務(wù)外包關(guān)系情景,構(gòu)建了服務(wù)外包合作周期中的關(guān)系強(qiáng)度、結(jié)構(gòu)洞以及對治理影響的理論模型,提出了研究假設(shè)。然后,本文運(yùn)用多案例研究方法,選取兩個(gè)軟件研發(fā)企業(yè)、一個(gè)物流企業(yè)和一個(gè)技術(shù)服務(wù)企業(yè)四個(gè)典型案例,通過正式訪談、非正式溝通、網(wǎng)絡(luò)信息收集等方式收集相關(guān)資料,根據(jù)“嵌入性”對案例進(jìn)行分類,將其分為伴隨型和非伴隨型服務(wù)外包兩種類型,對這兩種服務(wù)外包類型形成的網(wǎng)絡(luò)進(jìn)行特征分析,并分析其網(wǎng)絡(luò)中關(guān)系強(qiáng)度、結(jié)構(gòu)洞對治理的影響。之后通過質(zhì)性軟件對案例資料根據(jù)“弱關(guān)系”“強(qiáng)關(guān)系”“結(jié)構(gòu)洞”“正式治理機(jī)制”“非正式治理機(jī)制”作為一級(jí)節(jié)點(diǎn)進(jìn)行編碼分析,根據(jù)分析結(jié)果對研究假設(shè)進(jìn)行驗(yàn)證,同時(shí)對案例企業(yè)的實(shí)際情況進(jìn)行分析說明。最后,本文得出主要結(jié)論:在服務(wù)外包形成初期,各方之間的關(guān)系以弱關(guān)系為主,治理機(jī)制以正式治理機(jī)制為主;隨著合作的發(fā)展和深入,關(guān)系強(qiáng)度逐漸加強(qiáng),治理機(jī)制也從正式治理向非正式治理轉(zhuǎn)變。接包企業(yè)處于結(jié)構(gòu)洞位置時(shí),當(dāng)發(fā)包企業(yè)處于強(qiáng)勢地位時(shí),雙方更傾向于采用正式治理機(jī)制;當(dāng)結(jié)構(gòu)洞位置成員的分包企業(yè)和結(jié)構(gòu)洞位置成員之間的關(guān)系為強(qiáng)關(guān)系時(shí),雙方更傾向于采用非正式治理機(jī)制。同時(shí)我們在進(jìn)行案例研究時(shí)發(fā)現(xiàn),在服務(wù)外包關(guān)系的治理機(jī)制中,正式治理機(jī)制和非正式治理機(jī)制是相互補(bǔ)充的,在前期以正式治理為主,到了后期以非正式治理為主,但是合同等正式治理始終是貫穿在整個(gè)合作過程中的。通過以上研究,本文希望能夠?qū)Ψ⻊?wù)外包企業(yè)在治理服務(wù)外包關(guān)系方面提供幫助,以提高外包企業(yè)的合作績效。
[Abstract]:Service outsourcing has become an integral part of China and even the world economy, and the relationship of service outsourcing runs through the whole process of service outsourcing, which directly affects the cooperative performance of service outsourcing. How to establish an effective governance mechanism of outsourcing relationship has become the key to coordinate and maintain the relationship of service outsourcing, and has become a hot issue in academia and business circles. As a kind of economic activity, service outsourcing is embedded in the corresponding economic network. This paper studies the governance of service outsourcing from the perspective of "embeddedness", and analyzes the service outsourcing network and its characteristics. In this paper, two kinds of service outsourcing relationship scenarios are proposed, and the relationship strength, structure hole and the influence on governance in the service outsourcing cooperation cycle are constructed, and the research hypotheses are put forward. Then, this paper uses the multi-case study method, selects two software R & D enterprises, a logistics enterprise and a technical service enterprise four typical cases, through formal interviews, informal communication, network information collection and other ways to collect relevant information. According to the "embeddedness", the cases are classified into two types: concomitant service outsourcing and non-adjoint service outsourcing. The characteristics of the network formed by these two types of service outsourcing are analyzed, and the relationship strength in the network is analyzed. Effects of structural holes on governance. Then the case data are coded and analyzed by qualitative software according to "weak relation", "strong relation", "structure hole", "formal governance mechanism" and "informal governance mechanism" as primary nodes, and the research hypotheses are verified according to the analysis results. At the same time, the actual situation of the case of enterprises is analyzed and explained. Finally, this paper draws the main conclusions: in the early stage of the service outsourcing, the relationship between the parties is mainly weak relationship, the governance mechanism is the formal governance mechanism, with the development and deepening of the cooperation, the relationship intensity is gradually strengthened. Governance mechanism also changes from formal governance to informal governance. When the contracting enterprise is in the position of structural hole, when the contracting enterprise is in a strong position, both parties tend to adopt the formal governance mechanism, and when the relationship between the subcontracting enterprise and the member of the structural hole position is strong, Both sides prefer informal governance mechanisms. At the same time, we find that in the governance mechanism of service outsourcing relationship, formal governance mechanism and informal governance mechanism complement each other, mainly formal governance in the early stage and informal governance in the later stage. But formal governance, such as contracts, runs through the whole process of cooperation. Through the above research, this paper hopes to provide help to service outsourcing enterprises in governing the relationship between service outsourcing, in order to improve the cooperative performance of outsourcing enterprises.
【學(xué)位授予單位】：河北工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F752.68

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