| 新服务开发引入阶段前后台知识转移机制 |
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| 引用本文： | 李靖华,马鑫.新服务开发引入阶段前后台知识转移机制[J].科研管理,2014,35(3):43-50. |
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| 作者姓名： | 李靖华 马鑫 |
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| 作者单位： | 浙江工商大学技术与服务管理研究中心,浙江 杭州 310018 |
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| 基金项目： | 国家自然科学基金面上项目“新服务开发的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”(70972136,2010-2012);浙江省重点创新团队“生产性服务业与区域经济发展”资助(浙委办〔2009〕126号,2009-2012) |
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| 摘 要： | 近年来,随着我国金融服务市场的发展和成熟,中小商业银行越来越扮演起为中小企业提供广泛金融服务的独特角色。为更好地开发新产品,其前后台间知识转移活动日趋活跃。本文采用整体性多案例研究方法,对中小银行新服务开发引入阶段前后台知识转移机制进行了分析性归纳的跨案例研究。选择位于浙江省的两家中小银行的贷款产品作为研究对象,构建了"引入阶段活动——前后台知识转移——新服务开发绩效"模型,并验证了组织文化和关系信任的调节作用。研究结论是,在中小银行这样的知识密集型服务创新情境下,前后台的知识转移(吸收)意愿,是新服务开发知识转移成功的主导因素。而这在新服务开发的市场引入阶段得出的结论,表明新服务开发研究已经超越传统的服务营销范畴,值得重新审视。
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| 关 键 词： | 新服务开发 知识转移 前后台 引入阶段 中小银行 多案例研究 |
| 收稿时间： | 2012-02-20 |
Knowledge transfer mechanism between front - and back - offices in the launch stage of new service development |
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| Li Jinghua,Ma Xin.Knowledge transfer mechanism between front - and back - offices in the launch stage of new service development[J].Science Research Management,2014,35(3):43-50. |
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| Authors: | Li Jinghua Ma Xin |
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| Institution: | Research Center for Technology Innovation and Service Management, Zhejiang Gongshang University, Hangzhou 310018, Zhejiang, China |
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| Abstract: | In recent years, with the development and maturity of China's financial service market, small and medium-sized commercial banks increasingly play unique roles in providing a wide range of financial services to small and medium-sized enterprises. To better develop new products, knowledge transfer activities between front- and back- offices have become increasingly active. In this paper, we adopted an integrated research method with multiple cases, and carried out an inductive cross-case analysis on the mechanism of knowledge transfer between front- and back- offices in small and medium-sized commercial banks in the launch stage of new service development. Loan products provided by two small and medium-sized banks in Zhejiang Province were selected as research objects, the model "Activities in Launch Stage-Knowledge Transfer between Front- and Back- Offices-Performance in New Service Development" was constructed, and the moderating effects of organizational culture and trust in relationships were verified. The conclusion is: in the context of innovation in such knowledge-intensive service sector as small and medium-sized banks, the willingness of knowledge transfer (absorption) is the leading factor to the success of knowledge transfer in new service development. This conclusion made in the launch stage of new service development shows that the study of new service development has gone beyond the traditional domain of service marketing and needs to be reexamined. |
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| Keywords: | new service development knowledge transfer front- and back- offices launch stage small and medium-sized bank multi-case study |
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