制造-服务集成解决方案商的前后台运作模式:浙江案例  

Operational Mode of Front and Back Office in Integration Solution Suppliers: Case Study of Zhejiang

作　　者：李靖华[1] 毛俊杰[1] 朱文娟[1] 

机构地区：[1]浙江工商大学技术与服务管理研究中心,浙江杭州310018

出　　处：《科技管理研究》2013年第17期180-185,共6页Science and Technology Management Research

基　　金：国家自然科学基金项目"新服务开发前后台知识转移机制及其管理策略研究:知识密集型服务业案例"(70972136);浙江工商大学研究生科技创新重点项目"基于动态能力的制造-服务集成解决方案提供商成长路径研究"(1010XJ1512002)

摘　　要：集成解决方案是制造企业服务创新的重要途径之一,而集成解决方案能力的建立,在很大程度上取决于制造企业向前后台运作模式的顺利过渡。采用安德鲁·戴维斯等提出的前后台三部组织结构理论框架,选用浙江ZK系统工程有限公司的SK黄酒项目进行探索性案例研究。研究结论是:我国制造-服务集成综合解决方案商的业务运作以项目制为主,并存在着前后台结构化较模糊、过程性更明显和战略中心概念弱化以及职责转移的典型特点。The paper took an exploratory research on business operation model and practical application of manufacturing service integrated solution in China. It employed the framework of three part organizational structure by Andrew Davis, and illustrated in project SK in Zhejiang ZK System Engineering Co. i, LTD. an industrial control corporate. The paper ana lyzed the implementation structure and operational mode of integrated solution in the aspects of organizational structure and project process in detail. It concluded that the business operational mode of Chinese integrated solution suppliers gave prior ity to PMS, and existed typical features of front and back office to be structure fuzzified, process oriented and strategic center conceot weakened, duty transferred.

关 键 词：集成解决方案 前后台 服务创新 案例研究 

分 类 号：F425[经济管理—产业经济]