网络视角下制造企业服务转型的价值共创模型——基于陕鼓的案例研究  

Value Co-creation Model in the Process of Service Transition of Manufacturing Enterprises from the Network Perspective:Research Based on the Shanxi Blower Case

作　　者：冯长利[1] 刘洪涛[1] 

机构地区：[1]大连理工大学管理与经济学部,辽宁大连116024

出　　处：《管理案例研究与评论》2016年第5期472-484,共13页Journal of Management Case Studies

基　　金：国家社会科学基金项目(16BGL080)

摘　　要：陕西鼓风机(集团)有限公司服务转型的成功得益于价值创造方式的转变,其共创价值的理念引起了学者的广泛关注。文章运用价值创造理论和利益相关者理论,从网络视角构建了价值共创的概念模型,并结合陕鼓的案例分析,探究了制造企业服务转型中的价值共创机理。研究发现:随着服务转型的实施,价值共创的主体趋于多元化,传统企业与顾客间的双边交易行为被取代,价值创造由制造-服务集成商、专业服务提供商、顾客和潜在利益相关者四种主体交互实现。价值共创的资源趋于无形化,产品、设备等有形的对象性资源转变为价值载体,知识、关系、合法性等无形的操作性资源占据主导地位。价值共创的表现形式趋于多样化,顾客价值、企业价值和社会价值不再对立,而是相互协同、彼此共享从而共创价值的。The success of service transition of Shanxi Blower （Group） can be attributed to the transformation of the conception of value creation,and its value co-creation is drawing increasing attention. In this paper,from the network perspective and based on the theories of value creation and stakeholder,a model is built to research on the mechanism of value co-creation in the process of service transition of manufacturing enterprises. Study suggests that actors of value co-creation tend to be diversified in the transition process. Value creation is no longer just a bilateral behavior between enterprises and customers,but interactions among four actors in the context of network. These four actors are manufacturing-service integrators, professional service p ro vid e rs, cu stom-ers and potential stakeholders. In addition,the resources tend to be intangible,not only operand resources, but also operant resources, such as knowledge, relationships and legitimacy. In theprocess of value co-creation, customer value, enterprise value, and social value are no longer in conflict, but collaborate and share with each other to co-create value.

关 键 词：网络视角 制造企业 服务转型 价值共创 

分 类 号：F023[经济管理—政治经济学]