政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/36649
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文筆數/總筆數 : 113451/144438 (79%)
造訪人次 : 51270858      線上人數 : 901
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜尋範圍 查詢小技巧：
  • 您可在西文檢索詞彙前後加上"雙引號"，以獲取較精準的檢索結果
  • 若欲以作者姓名搜尋，建議至進階搜尋限定作者欄位，可獲得較完整資料
    •  進階搜尋


    請使用永久網址來引用或連結此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/36649


    題名: Telecom`s Services Innovation in CHT and Indosat
    其他題名: 電信公司的服務創新 : 以中華電信和 Indosat 為例
    作者: 陳柔延
    Chandra Tjin, Eriny
    貢獻者: 溫肇東
    Wen , Zhao-Dong
    陳柔延
    Chandra Tjin, Eriny
    關鍵詞: service innovation
    telecommunications service
    innovation process
    日期: 2004
    上傳時間: 2009-09-18 19:05:40 (UTC+8)
    摘要: Abstract


    The impact of technology has been rapidly changing the economy and environment in these past two decades. Both manufacturing and service companies which intend to maintain the viability of their organizations have to adapt in such an environment.
    For a long time, services have been perceived as being technologically backward and to take little initiative with respect to innovate. In general services were presumed to be laggards in adopting new technology, and to be largely passive adopter of major innovations; however, it was recognized that there are some exceptionally dynamic services – such as telecommunications.
    Service sector firms play important roles in innovation, not the least in the creative use and diffusion of technologies; but also serve as important sources and agents for the transfer of technological and organizational knowledge to all sectors.

    In innovation, knowledge plays a big role in gaining competitive advantage. There is a more fundamental need to understand how organizations create new knowledge in order to produce new products or services. Hence, the need – organizational knowledge – is growing in this turbulent economy of accelerated technological change.
    To create knowledge in an organization usually lies in an individual’s knowledge. This is called as tacit knowledge and is a significant point to innovate. Nonaka and Takeuchi (1995) had pointed out that an individual knowledge gets articulated and amplified into and throughout the organization. Moreover, there is a one way to bring about continuous innovation is to look outside and into the future, anticipating changes in the market, technology, competition, or product.

    The service sectors have been innovating gradually in Indonesia and Taiwan, particular in telecommunications after liberalized. In 2002, the Indonesia’s economy grew 3.66 percent from the previous year which the highest growth occurring in the transportation and communication sectors by 7.83 percent. In addition, the telecoms sector in Taiwan will contribute 63.1 billion new Taiwan dollars (1.9 billion US dollars) to Taiwan’s GDP annually over the next five years when the telecommunication market is fully liberalized.

    In this study will discuss about the innovation of cellular telecommunication services in Indonesia and Taiwan. By analyzing the service innovation process in MMS and Video Streaming from Indosat and Chunghwa, to figure out:
    1. Where the new innovation concept comes from;
    2. How they define theirs customer interface; and
    3. How they develop theirs employees’ skills to deliver service.
    We also examine the linking between the company background and innovation. This could be their establishment time, objectives, macro economy point of view, and so on. It might be crucial points to encourage them to innovate.


    Key Words: service innovation, telecommunications service, innovation process
    The impact of technology has been rapidly changing the economy and environment in these past two decades. Both manufacturing and service companies which intend to maintain the viability of their organizations have to adapt in such an environment.
    For a long time, services have been perceived as being technologically backward and to take little initiative with respect to innovate. In general services were presumed to be laggards in adopting new technology, and to be largely passive adopter of major innovations; however, it was recognized that there are some exceptionally dynamic services – such as telecommunications.
    Service sector firms play important roles in innovation, not the least in the creative use and diffusion of technologies; but also serve as important sources and agents for the transfer of technological and organizational knowledge to all sectors.

    In innovation, knowledge plays a big role in gaining competitive advantage. There is a more fundamental need to understand how organizations create new knowledge in order to produce new products or services. Hence, the need – organizational knowledge – is growing in this turbulent economy of accelerated technological change.
    To create knowledge in an organization usually lies in an individual’s knowledge. This is called as tacit knowledge and is a significant point to innovate. Nonaka and Takeuchi (1995) had pointed out that an individual knowledge gets articulated and amplified into and throughout the organization. Moreover, there is a one way to bring about continuous innovation is to look outside and into the future, anticipating changes in the market, technology, competition, or product.

    The service sectors have been innovating gradually in Indonesia and Taiwan, particular in telecommunications after liberalized. In 2002, the Indonesia’s economy grew 3.66 percent from the previous year which the highest growth occurring in the transportation and communication sectors by 7.83 percent. In addition, the telecoms sector in Taiwan will contribute 63.1 billion new Taiwan dollars (1.9 billion US dollars) to Taiwan’s GDP annually over the next five years when the telecommunication market is fully liberalized.

    In this study will discuss about the innovation of cellular telecommunication services in Indonesia and Taiwan. By analyzing the service innovation process in MMS and Video Streaming from Indosat and Chunghwa, to figure out:
    1. Where the new innovation concept comes from;
    2. How they define theirs customer interface; and
    3. How they develop theirs employees’ skills to deliver service.
    We also examine the linking between the company background and innovation. This could be their establishment time, objectives, macro economy point of view, and so on. It might be crucial points to encourage them to innovate.


    Key Words: service innovation, telecommunications service, innovation process
    參考文獻: Books, journals, and thesis
    1. Britan, G., Pedrosa, L., (1998), “A Structured Product Development Perspective for Service Operations,” European Management Journal. 16(2), 169-189
    2. Boden, M. and Miles, I., (2000), Services and the Knowledge-based Economy, London; New York: Continuum
    3. Bowers, M.R., (1989), “Developing New Services: Improving the Process Makes It Better,” The Journal of Services Marketing. 3(1) Winter, 15-20
    4. de Brentani, U., (1990), “Success Factor in Developing New Business Services,” European Journal of Marketing. 25(2), 33-59
    5. Daal, B.V., Hass, M., & Weggeman, M., (1998), “De the Knowledge Matrix: A Participatory Method for Individual Knowledge Gap Determination,” Knowledge and Process Management. 5(4), 255-263
    6. Davenport, T.H., Long, D.W., & Beers, M.C. (1998a), “Successful Knowledge Management Projects,” Sloan Management Review. 39(2), 43-57
    7. Davenport, T.H. and L. Prusak, (1998), Working Knowledge: How Organizations Manage What They Know, Boston: Harvard Business School Press
    8. Demarest, M., (1997), “Understanding Knowledge Management,” Journal of Long Range Planning. 30(3), 374-384
    9. Easingwood, C.J., (1986), “New Product Development for Service Companies,” Journal of Product Innovation Management. 4(2), 264-275
    10. Green, L., Howells, J. and Miles, I., (2001), Services and Innovation: Dynamics of Service Innovation in the European Union, PREST and CRIC
    11. Holzner, B., & Marx, J., (1979), The Knowledge Application: The knowledge System in Society, Boston: Allyn and Bacon
    12. Jie, Y., (2001), “The Impact of Knowledge Management on the Performance of New Product Development,” Doctoral Dissertation in HongKong University
    13. Kandampully, J., (2002), “Innovation as the Core Competency of a Service Organization: The Role of Technology, Knowledge and Networks,” European Journal of Innovation Management. 5(1), 18-26
    14. Licht, G., Ebling, G., Janz, N. and Niggemann, H., (1999), Innovation in the Service Sector – Selected Facts and Some Policy Conclusions, ZEW, Center for European Economic Research
    15. Liebowitz, J. (1999), “Key Ingredients to the Success of an Organization’s Knowledge Management Strategy,” Knowledge and Process Management. 6(1), 37-40
    16. Liebowitz, J., (2000), Building Organizational Intelligence: A Knowledge Management Primer, London: CRC Press
    17. Lievens, A. and R.K. Moenaert, (2000), “Project Team Communication in Financial Service Innovation,” Journal of Management Studies, 37(5), 733-766
    18. Lovelock, C.H., Wirtz, J., and Hean, T.K., (2001), Services Marketing in Asia: Managing People, Technology and Strategy, Prentice-Hall, Singapore
    19. Nanoka, I. and H. Takeuchi, (1995), The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation, Oxford University Press, New York
    20. Nanoka, I., Toyama, R., and Konno, N., (2000), “SECI, Ba and Leadership: A Unified Model of Dynamic Knowledge Creation,” Long Range Planning. 33, 5-34
    21. O"Dell, C. and C.J. Grayson, (1998), If Only We Knew What We Know, New York: The Free Press
    22. Pentland, B.T., (1995), “Information Systems and Organizational Learning: The Social Epistemology of Organizational Knowledge Systems,” Accounting Management and Information Technologies. 5(1), 1-21
    23. Quinn, J.B., P. Anderson, and S. Finkelstein, (1996), “Managing Professional Intellect” Making the Most of the Best,” Harvard Business Review. 74(1), 71-80
    24. Shin, M., Holden, T., and Schmidt, R.A., (2001), “From Knowledge Theory to Management Practice: Towards an Integrated Approach,” Information Processing and Management. 37, 335-355
    25. Storey, C. and D. Kelly, (2000), “New Service Development: Initiation Strategies,” International Journal of Service Industry. 11(1), 45-62
    26. Sundho, J., (1997), “Management of Innovation in Services,” The Service Industries Journal. 17(3), 432
    27. Tether, B., Miles, I., Blind, K., Hipp, C., de Liso, N., and Cainelli, G., (2002), “ Innovation in The Service sector,” CRIC Working Paper No. 11
    28. Van Ark, B., Broersma, L., and den Hertog, P., (2003), Services Innovation, Performance and Policy: A Review, DIALOGIC
    29. Zack, M.H., (1999), Managing Codified Knowledge, Sloan Management Review. Summer, 45-57
    Websites
    1. “Asosiasi Penyelenggara Jasa Internet Indonesia (APJII)”. Internet: www.apjii.or.id
    2. “Canada’s Business and Consumer”. Internet: http://strategis.ic.gc.ca
    3. “Central bank of Republic of Indonesia”. Internet: www.bi.go.id
    4. “Chunghwa Telecom”. Internet: www.cht.com.tw
    5. “Focus on Internet News & Data (FIND)”. Internet: www.find.org.tw
    6. “Indosat”. Internet: www.indosat.com
    7. “Institute for Information Industry (III)”. Internet: www.iii.org.tw
    8. “International Telecommunication Union (ITU)”. Internet: www.itu.int
    9. “Knowledge Praxis”. Internet: www.media-access.com
    10. “People’s Daily Online”. Internet: http://peopledaily.com.cn
    11. “The Directorate General of Telecommunications”. Internet: www.dgt.gov.tw
    描述: 碩士
    國立政治大學
    科技管理研究所
    90359037
    93
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0903590371
    資料類型: thesis
    顯示於類別:[科技管理研究所] 學位論文

    文件中的檔案:

    檔案 大小格式瀏覽次數
    index.html0KbHTML21180檢視/開啟


    在政大典藏中所有的資料項目都受到原著作權保護.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - 回饋