發(fā)布時間：2018-03-09 05:20

  本文選題：價值共創(chuàng)　切入點(diǎn)：控制方式　出處：《華中科技大學(xué)》2014年博士論文　論文類型：學(xué)位論文

【摘要】：隨著全球化、競爭和顧客需求異質(zhì)化進(jìn)程的加速,單打獨(dú)斗的經(jīng)營方式已經(jīng)不再適合企業(yè)的發(fā)展。越來越多的企業(yè)跳出自身的藩籬,在外部尋求可以進(jìn)行能力互補(bǔ)的企業(yè)合作。通過供應(yīng)鏈協(xié)同,供應(yīng)鏈上的兩個或多個企業(yè)可以通過彼此協(xié)調(diào)和共同努力,在激烈的市場競爭中達(dá)成它們個體所無法實(shí)現(xiàn)的目標(biāo)。然而,實(shí)踐過程中,供應(yīng)鏈協(xié)同并沒有實(shí)現(xiàn)其預(yù)期的承諾。機(jī)會主義、對供應(yīng)鏈伙伴的利用、背叛等都阻礙著供應(yīng)鏈協(xié)同的實(shí)現(xiàn)。此時,有效的控制方式就成為實(shí)現(xiàn)供應(yīng)鏈協(xié)同的重要保證。然而,目前關(guān)于控制方式和供應(yīng)鏈協(xié)同之間關(guān)系和作用機(jī)制的研究還十分缺乏,也沒有引起學(xué)者們足夠的重視。鑒于此,探討控制方式、供應(yīng)鏈協(xié)同和企業(yè)績效之間的關(guān)系,以及在環(huán)境不確定性下的作用機(jī)制,有助于豐富和發(fā)展控制方式和供應(yīng)鏈協(xié)同的相關(guān)理論,給企業(yè)提供更好的建議。 論文主要研究成果和創(chuàng)新如下： 首先,從服務(wù)主導(dǎo)邏輯出發(fā),對價值和價值共創(chuàng)進(jìn)行深入分析,指出企業(yè)在價值共創(chuàng)中旁觀者、協(xié)助者、參與者的三個角色�，F(xiàn)有供應(yīng)鏈協(xié)同主要還停留在旁觀者和協(xié)助者的地方,對參與者的角色認(rèn)識不足。因此,要真正實(shí)現(xiàn)價值共創(chuàng),供應(yīng)鏈協(xié)同不僅要在上下游企業(yè)之間進(jìn)行,不僅要將顧客引入到協(xié)同過程中,還需要深入到顧客的消費(fèi)流程中去。 其次,構(gòu)建了控制方式、供應(yīng)鏈協(xié)同和企業(yè)績效之間的研究模型,并通過來自中國240家企業(yè)的調(diào)研數(shù)據(jù)進(jìn)行了實(shí)證分析。結(jié)果表明：結(jié)果控制和非正式控制對供應(yīng)鏈協(xié)同具有顯著正向影響；在結(jié)果控制和非正式控制對企業(yè)績效的影響中,供應(yīng)鏈協(xié)同起中介作用；而企業(yè)規(guī)模的調(diào)節(jié)作用表明,中小企業(yè)結(jié)果控制對供應(yīng)鏈協(xié)同的正向影響高于大型企業(yè)；大型企業(yè)非正式控制對供應(yīng)鏈協(xié)同具有顯著正向影響,而中小企業(yè)則正向影響不顯著；供應(yīng)鏈協(xié)同對中小企業(yè)績效具有顯著正向影響,而對大型企業(yè)績效正向影響不顯著；在企業(yè)發(fā)展過程中,對控制方式的運(yùn)用存在著從結(jié)果控制逐步向結(jié)果控制和非正式控制混合運(yùn)用過渡的趨勢等結(jié)論。 最后,考慮到環(huán)境不確定性,分析了在其影響下控制方式和供應(yīng)鏈協(xié)同之間的關(guān)系,以及不同控制方式之間的替代和互補(bǔ)關(guān)系。實(shí)證結(jié)果表明：隨著環(huán)境不確定性程度的上升,結(jié)果控制、非正式控制對供應(yīng)鏈協(xié)同的正向影響作用趨于下降,行為控制對供應(yīng)鏈協(xié)同的影響結(jié)果不顯著。在正式控制和非正式控制對供應(yīng)鏈協(xié)同的交互作用中,結(jié)果控制和非正式控制為替代關(guān)系,而行為控制和非正式控制的互補(bǔ)關(guān)系沒有得到數(shù)據(jù)支持。
[Abstract]:With the acceleration of globalization, competition and the heterogeneous process of customer demand, the single way of management is no longer suitable for the development of enterprises. More and more enterprises jump out of their own barriers. Looking externally for complementary business cooperation. Through supply chain collaboration, two or more enterprises in the supply chain can coordinate and work together with each other. In the fierce market competition, they can not achieve their individual goals. However, in practice, the supply chain collaboration did not achieve its expected commitment. Betrayal hinders the realization of supply chain coordination. At this time, effective control mode becomes an important guarantee to realize supply chain coordination. However, the research on the relationship and mechanism between control mode and supply chain coordination is still very scarce. In view of this, the relationship between control mode, supply chain synergy and firm performance, and the mechanism of action under the uncertainty of environment, have not been paid enough attention to. It is helpful to enrich and develop the relevant theories of control mode and supply chain coordination, and provide better advice to enterprises. The main research results and innovations are as follows:. First of all, starting from the service-oriented logic, the author analyzes the value and value creation deeply, and points out that the enterprise is a bystander and a helper in the value creation. The three roles of participants. The existing supply chain collaboration mainly stays in the place of bystander and helper, and the role of participant is not well understood. Therefore, in order to truly realize value creation, supply chain collaboration should not only be carried out between upstream and downstream enterprises. It is necessary not only to introduce the customer into the collaborative process, but also to go deep into the customer's consumption process. Secondly, the research model of control mode, supply chain collaboration and enterprise performance is constructed. The results show that: result control and informal control have a significant positive impact on supply chain coordination, and in the effect of result control and informal control on enterprise performance, the empirical analysis is carried out from 240 enterprises in China, the results show that: (1) results control and informal control have a significant positive impact on supply chain coordination; Supply chain coordination plays an intermediary role, and the regulatory effect of enterprise scale shows that the positive impact of small and medium-sized enterprises on supply chain coordination is higher than that of large enterprises; informal control of large enterprises has a significant positive impact on supply chain coordination. In the process of enterprise development, supply chain synergy has a significant positive impact on the performance of small and medium-sized enterprises, but not on the performance of large enterprises; in the process of enterprise development, the supply chain synergy has a significant positive impact on the performance of small and medium-sized enterprises. There is a tendency of transition from result control to result control and mixed use of informal control. Finally, considering the uncertainty of environment, the relationship between control mode and supply chain coordination under its influence is analyzed. The empirical results show that with the increase of environmental uncertainty, the positive effect of informal control on supply chain synergy tends to decline with the increase of environmental uncertainty. The effect of behavior control on supply chain collaboration is not significant. In the interaction between formal control and informal control, the result control and informal control are the substitution relations. The complementary relationship between behavioral control and informal control is not supported by data.
【學(xué)位授予單位】：華中科技大學(xué)
【學(xué)位級別】：博士
【學(xué)位授予年份】：2014
【分類號】：F274;F275

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 張翠華,任金玉,于海斌;供應(yīng)鏈協(xié)同管理的研究進(jìn)展[J];系統(tǒng)工程;2005年04期

2 胡曉鵬;模塊化整合標(biāo)準(zhǔn)化:產(chǎn)業(yè)模塊化研究[J];中國工業(yè)經(jīng)濟(jì);2005年09期

3 陳榮秋;顧客中心的管理[J];管理學(xué)報(bào);2005年02期

4 蔡淑琴;梁靜;;供應(yīng)鏈協(xié)同與信息共享的關(guān)聯(lián)研究[J];管理學(xué)報(bào);2007年02期

5 曾文杰;馬士華;;制造行業(yè)供應(yīng)鏈合作關(guān)系對協(xié)同及運(yùn)作績效影響的實(shí)證研究[J];管理學(xué)報(bào);2010年08期

6 鄧朝華;魯耀斌;;移動銀行服務(wù)采納模型的實(shí)證分析比較[J];工業(yè)工程與管理;2007年06期

7 曾文杰;馬士華;;供應(yīng)鏈合作關(guān)系相關(guān)因素對協(xié)同的影響研究[J];工業(yè)工程與管理;2010年02期

8 孔鵬舉;周水銀;;基于企業(yè)與顧客共同創(chuàng)造競爭優(yōu)勢的企業(yè)參與概念研究[J];管理學(xué)報(bào);2013年05期

9 謝洪明;王曉玲;羅惠玲;王現(xiàn)彪;;正式和非正式控制對IJV的技術(shù)創(chuàng)新的影響——基于東道國母公司視角的實(shí)證研究[J];科研管理;2010年02期

10 蘇中鋒;謝恩;李垣;;基于不同動機(jī)的聯(lián)盟控制方式選擇及其對聯(lián)盟績效的影響——中國企業(yè)聯(lián)盟的實(shí)證分析[J];南開管理評論;2007年05期

，

本文編號：1587162