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随着产品利润空间的缩小及服务经济的兴起,越来越多的制造企业开始进行服务转型。服务化战略与组织要素的匹配对制造企业服务转型的成功至关重要,但目前有关二者匹配关系的研究尚不多见。本文通过文献分析解释了服务化战略二分法的合理性,结合深度访谈确定了与服务化战略相关的四个关键组织要素,并以258家制造企业为蓝本实证检验两种服务化战略与组织要素各维度的多元匹配关系。研究结果表明:以产品为中心的服务化战略与高组织清晰度和低组织分离度、高服务导向的企业价值观、功能能力及系统服务设计等组织要素维度相匹配;以客户为中心的服务化战略与高组织清晰度和高组织分离度、高服务导向的企业价值观和高服务导向的员工行为、综合能力及集成设计等组织要素维度相匹配。研究发现为制造企业顺利实施服务转型提供理论支持与实践参考。
With the reduction of product profit margins and the rise of service economy, more and more manufacturing enterprises begin service transformation. Matching of service strategy and organizational factors is crucial to the success of manufacturing service transformation. However, there is not much research on the matching relationship between the two at present. This paper explains the rationality of service strategy dichotomy by literature analysis, and in depth interviews to determine the four key organizational elements related to service strategy. Based on 258 manufacturing companies, this paper empirically tests two service strategy and organizational elements Multivariate matching of all dimensions. The results show that the product-oriented strategy of service-oriented strategy matches with the dimensions of organizational factors such as high organizational clarity and low organizational resolution, high service-oriented enterprise values, functional capabilities and system service design. Customer-centered service Strategic and organizational clarity and high organizational resolution, high service-oriented corporate values and high service-oriented employee behavior, comprehensive capabilities and integrated design and other organizational elements to match the dimensions of the dimension. The research found that it provides theoretical support and practical reference for manufacturing enterprises to successfully implement service transformation.