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| Title: | 台灣金融業開發行動銀行與 App 服務創新的流程之研究—資源基礎與價值共創的觀點
An Empirical Study of the Process of Service Innovation in Developing the Mobile Banking and App of Taiwan Financial Industry from the Perspectives of Resource-Based Theory and Value Co-Creation |
| Authors: | 鄭詠心
Cheng, Yung-Hsin |
| Contributors: | 吳豐祥
Wu, Feng-Shang
鄭詠心
Cheng, Yung-Hsin |
| Keywords: | 行動銀行
金融科技
服務創新
資源基礎
價值共創
新產品服務開發流程
New product development process
Mobile banking
Resource-based view
New service innovation
Value co-creation
Fintech |
| Date: | 2021 |
| Issue Date: | 2021-09-02 18:12:18 (UTC+8) |
| Abstract: | 金融科技的出現對傳統金融業的組織運作、商業模式、產品開發流程、與消費 者溝通的管道和方式等等面向都造成顛覆式衝擊。銀行過去以分行作為金融商品的 主要通路，並以服務人員為主要窗口對顧客溝通以及傳播資訊，在受到數位化與科 技影響後，業者提供的金融商品及方式變得更為多元，其中與顧客溝通的形式更變 成主要透過 App 介面來對話和傳播資訊。過往國內外有關行動銀行的研究，多為 從市場環境的角度，檢視消費者如何採用行動銀行，以及行動銀行的功能如何影響 消費者採用(Karjaluoto, Koenig-Lewis, Palmer, & Moll, 2010; Laukkanen & Lauronen, 2005; Schierholz & Laukkanen, 2007; Suoranta & Mattila, 2004)。較少從組織開發的 視角檢視行動銀行這項重要金融創新商品。
服務創新的流程相較於商品開發更為抽象，須將符合目標市場需求的服務概念 制定後，經過發展為具體的服務和商品，再傳遞到顧客，流程相較製造業須考量更 多因素(De Brentani, 1989; Laing, 1993)，金融業作為知識密集型服務業者，從資源 基礎的觀點來看，企業想保有競爭力，應有效利用自身的獨特資源，透過組織學習 和知識管理等活動，將其發展為長期來看，能在市場中保有競爭的優勢(Peteraf, 1993);從服務主導邏輯的觀點來看，企業在發展服務時則應更重視與顧客交流、 共同創造價值的過程(Chen, Kerr, Tsang, & Sung, 2015; Robert F. Lusch & Vargo, 2006)。
資源基礎的觀點著重於企業內部的資源運用，以資源基礎的觀點檢視服務創新 的流程能提供更為周延且全面的洞察，幫助企業找到成功開發服務和功能的策略 (Froehle & Roth, 2007; Rusanen, Halinen, & Jaakkola, 2014)。金融科技與數位轉型衝 擊金融業產品開發流程的階段，本研究認為行動銀行產品的開發與金融服務創新的 發展為趨勢，代表著產業進入新的領域，除現有的市場接收者觀點，應以更周延的 資源基礎觀點，檢視金融業者開發行動銀行的流程，提供更為全面的框架。再者， 金融業者開發行動銀行與其延伸服務作為服務創新之範疇，已有研究指出，服務業 者應重視顧客價值，並將重點著重於與顧客的互動上並獲得顧客反饋(Gadrey,Gallouj, & Weinstein, 1995; Sundbo & Gallouj, 2000)。因此本研究欲在檢視行動銀行 與服務創新流程中加入價值共創之觀點檢視。
本研究以資源基礎論點發展出符合服務創新的「組織資源」構面，並輔以「價 值共創」視角檢視行動銀行與 App 服務創新的開發流程。以三構面針對台灣的五 家金融業者包括富邦、台新、玉山、永豐與國泰世華銀行進行多重個案研究，分析 金融業者開發行動銀行與 App 服務創新的流程，以及價值共創的現象。所得到的 主要結論如下:
結論一、台灣金融業者開發行動銀行與服務時，會透過能整合金控集團資源 與靈活性高、多元背景之專案團隊的組織方式，來充分發揮資源整合的效益。 結論二、台灣金融業者開發行動銀行與服務時，在系統開發與介面設計方
面，選擇外包方式者，會有機會快速累積核心品牌能力;選擇自行開發者，會有 機會累積組織內部開發能力。
結論三、台灣金融業者開發行動銀行與服務時，其既有的資源(數據、顧客 關係、品牌聲譽等)會有利於在服務商品開發上的策略評估、市場感知與服務優 化等三個階段之運作。
結論四、台灣金融業者開發行動銀行與服務時，由於行動裝置介面空間有 限，內部在功能設置和商品宣傳需求上會有競爭現象，業者會根據使用者體驗形 塑使用者相關數據進行各部門的協調和行動銀行的介面設計。
結論五、台灣金融業者開發行動銀行與服務時，主要會在「市場感知」及 「服務測試」等階段進行使用者訪談，並在「服務優化」階段時強調社群平台與 顧客的互動，以進一步將其中之交流經驗轉化為價值。
結論六、台灣金融業者開發行動銀行與服務時，會考量組織的目標、資源與 能力，並規劃有效溝通的結構與利於創新的活動，進而在開發過程中建立核心能 力。
本研究最後並提出學術上的貢獻、實務上的意涵與後續研究的建議。
The financial technology has had a disruptive impact on the organization and operation of the traditional financial industry, its business models, product development processes, channels and the methods of communication with consumers. In the past, banks took branches as the main channel of financial products and used service personnel as the main window to communicate with customers and disseminate information. After being affected by technology, the financial products and the methods provided by the industry have become more diversified. The form of communication has become mainly through the App interface to dialogue and disseminate information. The research in the past on mobile banking have mostly examined how consumers adopt mobile banking.
However, this important financial innovation product is rarely examined from the perspective of organizational development. The resource-based view focuses on the use of resources within the enterprise which can provide the more comprehensive insights and provide suggestions and strategies on the process of developing services and functions.
Furthermore, there are some studies have pointed out that service providers should pay more attention on the importance to customer value and focus on the interaction with customers, as well as obtain customer feedback. Consequently, this study also adds the view of value co-creation into the review of mobile banking and service innovation processes. This research develops an "Organizational Resource" dimension that is based on resource-based argument, and is supplemented by a "Value Co-creation" perspective to examine the development process of mobile banking and App service innovation.
Using three dimensions to conduct multiple case studies on five financial companies in Taiwan, the main conclusions obtained are as follows:
1. When Taiwan financial industry develops mobile banking and services, a structure composed of a team that can integrate the resources of financial holding group with highly flexible and diverse project team is conducive to the synergy of financial industry.
2. When Taiwan financial industry develops mobile banking and services, in terms of system development and interface design, those who choose outsourcing will have the opportunity to quickly accumulate core brand capabilities; those who choose self-developers will have the opportunity to accumulate internal development capabilities of organization.
3. When Taiwan financial industry develops mobile banking and services, its existing resources are conducive to the stages including strategic evaluation, market perception and service optimization.
4. When Taiwan financial industry develops mobile banking and services, due to the limited interface space of mobile devices, there will have competition in the function setting and product promotion requirements.
5. When Taiwan financial industry develops mobile banking and services, they will mainly conduct user interviews during the stage market perception and service testing, and emphasize the interaction between social platforms and customers during the stage service optimization, finally transform the exchange experience into value.
6. When developing mobile banking and service, Taiwan financial industry will consider the organization’s goals, resources and capabilities and plan effective communication structures and innovative activities to build core capabilities during the development process. |
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| Description: | 碩士
國立政治大學
科技管理與智慧財產研究所
107461007 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0107461007 |
| Data Type: | thesis |
| DOI: | 10.6814/NCCU202101318 |
| Appears in Collections: | [科技管理與智慧財產研究所] 學位論文
|
Files in This Item:
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| 100701.pdf | | 4821Kb | Adobe PDF2 | 234 | View/Open |
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