本文選題：顧客知識 + 人力資源管理實(shí)踐　； 參考：《南開大學(xué)》2014年博士論文

【摘要】：近年來,伴隨著中國經(jīng)濟(jì)的快速發(fā)展和改革開放的不斷深化,中國服務(wù)業(yè)發(fā)展迅速。而銀行等典型服務(wù)業(yè)經(jīng)營的最大挑戰(zhàn)之一,就是面向顧客的一線員工(客戶經(jīng)理)的頻繁跳槽。造成這種現(xiàn)象有多種原因,所帶來的嚴(yán)重后果就是與客戶經(jīng)理直接建立關(guān)系的顧客大量流失。 有鑒于此,本文首要研究的問題是：如何通過有效地激勵一線客戶經(jīng)理,促使他們經(jīng)由積極地建立和維持顧客關(guān)系來獲取更多的顧客知識,并且相互共享?顯然,這樣無疑可使更多停留在客戶經(jīng)理個(gè)體層面的顧客知識以各種形式固化在組織層面,幫助銀行獲取、積累豐富的顧客知識。一方面,即使客戶經(jīng)理跳槽,銀行也可借由積累的顧客知識來采取針對性的營銷策略,從而避免相應(yīng)顧客的流失；另一方面,通過有效的顧客知識獲取和整合機(jī)制,即使某一客戶經(jīng)理跳槽,銀行也可迅速找到合適的替代者,讓其在短時(shí)間內(nèi)了解和掌握相應(yīng)顧客的重要特征,從而更好地服務(wù)于顧客,使其繼續(xù)選擇該銀行的服務(wù)。接下來,本文另一個(gè)重要的研究問題便是：在獲取、積累顧客知識之后,顧客知識如何更有效地轉(zhuǎn)化為組織績效?初始的顧客知識往往是以不同形式表現(xiàn)的、零散的、未系統(tǒng)化的,以及分散在各部門或機(jī)構(gòu)的。因而,顧客知識向組織績效的轉(zhuǎn)化并非簡單的直接關(guān)系,銀行需要考慮建立合適的結(jié)構(gòu)、流程和文化,以有目的、有方向地整合和使用這些知識,這樣才能使顧客知識能夠更大限度地來改善和提升銀行績效。簡言之,本文不僅探討顧客知識的獲取機(jī)制,同時(shí)也要討論顧客知識的整合機(jī)制。對獲取機(jī)制的解決,有助于從員工視角建立新的顧客知識獲取路徑,通過將員工層面的顧客知識轉(zhuǎn)化為組織層面的知識,使傳統(tǒng)的局限于顧客—客戶經(jīng)理之間的個(gè)體人際關(guān)系,逐漸升級為顧客—銀行之間的正式商業(yè)關(guān)系；對整合機(jī)制的解決,有助于有目的、有方向地利用獲取到的顧客知識來改善組織績效,即發(fā)揮顧客知識的最大效用,這樣也有助于解釋為什么一些銀行可以更有效地使用有限的顧客資源來實(shí)現(xiàn)可持續(xù)發(fā)展,而許多銀行卻往往難以做到這一點(diǎn)。 圍繞上述兩項(xiàng)關(guān)鍵研究問題,本研究主要開展以下研究工作：第一,全面、系統(tǒng)地梳理顧客知識及其管理研究領(lǐng)域的文獻(xiàn),在明晰以往研究現(xiàn)狀及其不足的基礎(chǔ)上,提出并區(qū)分兩類不同的顧客知識,即關(guān)于顧客的知識、來自顧客的知識。第二,以人力資源管理實(shí)踐、社會資本等領(lǐng)域的文獻(xiàn)研究為依據(jù),基于員工視角提出并區(qū)分顧客知識獲取的兩類渠道,即正式渠道的人力資源實(shí)踐活動、非正式渠道的組織內(nèi)社會資本。第三,依據(jù)兩類顧客知識的內(nèi)在特征,本研究提出并區(qū)別兩類顧客知識可能側(cè)重產(chǎn)生的不同績效,即顧客績效、新服務(wù)研發(fā)績效。本研究所作的另一項(xiàng)重要研究工作,就是繼續(xù)探討顧客知識向不同績效轉(zhuǎn)化的中間機(jī)制,即提出并檢驗(yàn)顧客導(dǎo)向、創(chuàng)新導(dǎo)向在其中的調(diào)節(jié)效應(yīng)。簡言之,顧客導(dǎo)向會有助于顧客知識向顧客績效的轉(zhuǎn)化,創(chuàng)新導(dǎo)向有助于顧客知識向新服務(wù)研發(fā)績效的轉(zhuǎn)化。第四,通過梳理以往文獻(xiàn)研究以及對若干銀行實(shí)施實(shí)地訪談,本研究針對概念模型中的各項(xiàng)變量設(shè)計(jì)測量量表,并針對銀行中高層經(jīng)理進(jìn)行規(guī)模性的問卷調(diào)研,利用獲取到的問卷數(shù)據(jù)對概念模型進(jìn)行實(shí)證檢驗(yàn),并詳細(xì)解釋其中的研究結(jié)果。 通過上述研究工作,本研究得出以下研究結(jié)論：第一,顧客知識對銀行建立競爭優(yōu)勢、獲取優(yōu)異績效具有重要的基礎(chǔ)作用。第二,不同類別的顧客知識側(cè)重改善的銀行績效有所不同。關(guān)于顧客的知識更主要直接地側(cè)重于提升顧客績效,來自顧客的知識會更直接地側(cè)重于提升新服務(wù)研發(fā)績效。第三,無論是正式的知識獲取和積累渠道,即承諾型和交易型的人力資源管理實(shí)踐,還是非正式的知識獲取和積累渠道,即組織內(nèi)的社會資本,都有助于銀行在組織層面獲取、積累相應(yīng)的顧客知識。但不同渠道在側(cè)重獲取的知識類別方面存在差異：側(cè)重物質(zhì)激勵和單向、短期交換關(guān)系的交易型人力資源管理實(shí)踐更有助于管理和激勵客戶經(jīng)理幫助銀行獲取關(guān)于顧客的知識；側(cè)重精神激勵和雙向、長期交換關(guān)系的承諾型人力資源管理實(shí)踐更有助于管理和激勵客戶經(jīng)理幫助銀行獲取來自顧客的知識。第四,組織導(dǎo)向會影響銀行整合、使用顧客知識的有效性,并且不同導(dǎo)向的影響方向存在差異。顧客導(dǎo)向分別顯著正向調(diào)節(jié)關(guān)于顧客的知識、來自顧客的知識與顧客績效之間的關(guān)系；創(chuàng)新導(dǎo)向分別顯著正向調(diào)節(jié)關(guān)于顧客的知識、來自顧客的知識與新服務(wù)研發(fā)績效之間的關(guān)系。 本文的理論貢獻(xiàn)主要表現(xiàn)在：第一,以銀行為研究對象,提出并探討從顧客知識獲取到顧客知識整合的知識管理過程,一方面彌補(bǔ)以往有關(guān)顧客知識管理研究往往集中于探討某一環(huán)節(jié)的局限,另一方面豐富有關(guān)顧客知識管理研究在某一行業(yè)的具體情境化認(rèn)知。第二,本研究所作的最重要的一項(xiàng)貢獻(xiàn)在于,從一線員工(客戶經(jīng)理)的角度,探視顧客知識的獲取問題,豐富顧客知識管理的理論知識體系。第三,分析并探討兩類不同類別的顧客知識的獲取和整合機(jī)制,尤其比較它們在獲取機(jī)制方面的不同,以及側(cè)重產(chǎn)生績效的不同。第四,從組織導(dǎo)向的角度提出影響顧客知識整合效果的情境因素,豐富我們對顧客知識向組織績效中間轉(zhuǎn)化機(jī)制的認(rèn)識。
[Abstract]:In recent years , with the rapid development of China ' s economy and the deepening of the reform and opening - up , China ' s service industry has developed rapidly . One of the biggest challenges for the typical service industry such as banks is the frequent hopping of the customer - oriented front - line staff ( customer manager ) . This phenomenon has many reasons , and the serious consequence is that the customer who directly establishes the relationship with the customer manager is largely lost .

In view of this , the main problem of this paper is how to get more customer knowledge through actively establishing and maintaining customer relationships , and to share them with each other ? Obviously , this will undoubtedly lead to more customer knowledge that stays at the individual level of the customer manager can be solidified at the organizational level in various forms , so as to help the bank obtain and accumulate rich customer knowledge . On the one hand , even if the account manager is hopping , the bank can adopt the accumulated customer knowledge to adopt the targeted marketing strategy , so as to avoid the loss of the corresponding customer ;
On the other hand , through the effective customer knowledge acquisition and integration mechanism , even if a customer manager is hopping , the bank can quickly find the right substitute so that it can understand and master the important characteristics of the customer in a short time , so that the customer knowledge can be more effectively converted into organizational performance .
The solution to the integration mechanism is helpful for the purpose and direction to use the acquired customer knowledge to improve organizational performance , that is , to exert the maximum utility of customer knowledge , which also helps explain why some banks can use limited customer resources more effectively to achieve sustainable development , and many banks are often difficult to do so .

Based on the literature research in the field of human resource management practice and social capital , this paper proposes and distinguishes two kinds of channels , namely customer performance and new service R & D performance .

Based on the research work , the following conclusions are drawn : First , customer knowledge has an important foundation for banks to build competitive advantage and acquire excellent performance . Secondly , knowledge of different categories focuses directly on improving the performance of new services . Third , whether formal knowledge acquisition and accumulation channels , namely commitment and transactional human resource management practices , or informal knowledge acquisition and accumulation channels , are helpful for banks to acquire and accumulate corresponding customer knowledge at the organizational level . However , there are differences in the types of knowledge acquired by different channels : side - to - side material incentives and one - way , short - term exchange relationships can help manage and motivate customer managers to help banks get knowledge about customers ;
Fourth , organizational guidance affects bank integration , uses the effectiveness of customer knowledge , and has a difference in the direction of influence of different guidance . The customer orientation positively regulates the knowledge of customers , the relationship between knowledge and customer ' s performance .
The innovation orientation positively regulates the relationship between the knowledge of the customer , the knowledge from the customer and the performance of the new service .

This paper presents and discusses the process of knowledge management from customer knowledge acquisition to customer knowledge integration in the first place , taking banks as research objects . On the one hand , it makes up for the limitation of customer knowledge management , and enriches the theory knowledge system of customer knowledge management . The third , analyzes and discusses the different kinds of customer knowledge acquisition and integration mechanism , and puts forward the contextual factors that affect customer knowledge integration effect from the perspective of organization guidance , and enriches our understanding of customer knowledge to organizational performance intermediate transformation mechanism .
【學(xué)位授予單位】：南開大學(xué)
【學(xué)位級別】：博士
【學(xué)位授予年份】：2014
【分類號】：F832.33;F274
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本文編號：2066255