目录第1章导论 1
1.1选题背景与研宄意义 1
1.U选题背景 1
1.1.2研究意义 3
1.2研究思路与研宄方法 4
1.2.1研究思路 4
1.2.2研究方法 4
1.3主要内容和逻辑框架 5
1.3.1主要内容 5
1.3.2分析框架 6
1.4论文创新点、 7
第2章相关理论与研究综述 8
2.1战略发展理论 8
2.2价值共创理论 9
2.3价值共创模式对战略发展的影响 11
2.4对相关研究的简要评价 12
第3章价值共创视角下的YD公司ICT业务战略发展模型 13
3.1 YD公司简介 13
3.2YD公司ICT业务的战略发展困境 13
3.2.1方法设计 14
3.2.2实验结果 15
3.3模型概述 19
3.4模型解释 21
第4章价值共创视角下的YD公司ICT业务战略构建 24
4.1 YD核心价值型企业要素和特征 24
山东大学硕士学位论文
4.2 YD公司ICT业务战略环境分析 25
4.2.1外部环境分析 26
4.2.2企业内部资源及优劣势分析 28
4.3 YD公司ICT业务战略制定 29
4.3.1企业发展总体战略 29
4.3.2价值链定位 30
第5章价值共创视角下的YD公司ICT业务战略执行 32
5.1内部整合 32
5.1.1资源整合 ： 32
5.1.2业务整合 33
5.1.3组织整合 33
5.2外部整合 34
5.2.1选择合作伙伴 34
5.2.2沟通终端个体 38
5.3动态反馈 39
5.3.1系统反馈 39
5.3.2客户反馈 40
第6章价值共创视角下的YD公司ICT业务战略保障 41
6.1 YD公司ICT业务战略选择的风险 41
6.2 YD公司ICT业务战略保障支撑三要素 42
6.2.1加强核心能力建设 42
6.2.2提高共创控制力 43
6.2.3构建竞合文化 44
6.3 YD公司ICT业务的具体保障策略 44
第7章结论与展望 49
7.1主要结论 49
7.2研宄展望 50
＿鎌 51
麵 56
山东大学硕士学位论文
Contents
ABSRACT 1
1. Introduction 1
LI Background of Topic and Significance of Research 1
1.1.1 Background of Topic 1
1.1.2 Significance of Research 3
1.2 Research Ideas and Research Methods 4
1.2.1 Research Ideas 4
1.2.2 Research Methods 4
1.3 Contents and Framework of Research 5
1.3.1 Contents of Research 5
1.3.2 Framework of Research 6
1.4 Possible Innovations 7
2. Relevant LiteratureView 8
2.1 Strategic Management Theory 8
2.2 Value Co－creation Theory 9
2.3 Contribution of Value Co－creation Theory on Strategic Theory 11
2.4 Summary 12
3. Strategy Model for ICT Business of YD Company from the Perspective of Value
Co－creation 13
3.1 Introduction for YD Company 13
3.2 Strategy DifFcluties for ICT Business of YD Company 13
3.2.1 Method Design 14
3.2.2 Experimental Results 15
3.3 Model Description 19
3.4 Model Interpretation 21
4. Strategy Establishment for ICT Business of YD Company from the Perspective of
Value Co－creation 24
4.1 Key Elements and Features of YD Core Value Type Enterprises 24
山东大学硕士学位论文
4.2 Envomment Anlysis for YD Development 25
4.2.1 External Environment Analysis 26
4.2.2 Internal Resources Analysis 28
4.3 Strategy formulation for YD Company 29
4.3.1 Overall Strategies 29
4.3.2 Position in Value Chain 30
5. Strategy Implementation for ICT Business of YD Company from the Perspective
of Value Co－creation 32
5.1 Internal Integration 32
5.1.1 Resource Integration 32
5.1.2 Business Integration 33
5.1.3 Organization Integration 33
5.2 External Integration 34
5.2.1 Choosing Cooperation Partners 34
5.2.2 Communicting with Terminal Individual 38
5.3 Dynamic Feedback 39
5.3.1 Systematical Feedback 39
5.3.2 User Feedback 40
6. Strategy Support for ICT Business of YD Company from the Perspective of Value
Co－creation 41
6.1 Strategy risks for ICT Business of YD Company 41
6.2 Three Elements to Support ICT Strategy 42
6.2.1 Improving Core Capacity 42
6.2.2 Strengthening Controlling Force of Value Co－creation 43
6.2.3 Building Competition and Cooperation Culture 44
6.3 Specific Supporting Policies in YD Company 44
7. Conclusion and Prospect 49
7.1 Main Conlusions 49
7.2 Resaerch Prospects 50
References 51
Acknowledgements 56
山东大学硕士学位论文
中文摘要
本研究将价值共创理论运用于YD工程公司ICT发展战略发展的研究中，目的
是使用价值共创理论指导实践中价值增长战略问题，同时想建立起一个比较系统
的、以价值增长为终极目标的战略发展模型，分析可行的战略模式，提供有效的战
略执行路径和保障措施，帮助YD工程公司在发展ICT业务的过程中形成ICT供应
？链整体竞争优势。

本文主要研宄方法之一是实验调查的方法，实验对象是ICT产品供应链上成员
企业负责人以及工作人员，在实验的过程中，利用访谈、思考、测试的循环方法，
分析出价值共创视角下YD工程公司ICT业务的战略发展过程中存在资源浪费、合
作关系不稳定、适应环境不及时等困境，需要考虑多互动渠道、增加信息公开透明
程度、共创结果反馈等关键要素。本研宄还采取了文献调查等理论整合方法，吸取
和借鉴国内外研宄成果，建立价值共创视角下的战略发展模型。

研宄的主要结论是围绕价值共创视角下的战略发展，具体包括：价值共创视角
下的战略模式是核心价值型企业，随着行业间的持续融合和供应链、价值链的延伸，
价值共创应当成为YD企业的主要运行模式，面对变化多端的外部环境，实现企业
价值和产品终端使用者价值共同增加；价值共创视角下的战略构建核心是价值增
长，需要ICT业务YD企业价值链上全体成员企业和产品终端使用者的参与和创造，
更好的开发产品功能、匹配使用者需求、减少浪费，形成竞争优势；价值共创视角
下的战略执行的关键是内外资源整合，YD公司通过合作伙伴的协调和资源的整合
可以形成整体的核心能力，实现整体价值增长；价值共创视角下的战略保障的基础
是企业核心能力、价值共创控制力和竞合文化，YD公司需要通过增加核心能力、
共创控制力和构建竞合文化保障实现战略预期效果。

本文的主要创新之处在于：（1）选择了研究企业战略的价值共创的新视角，
利用价值共创理论，研宄YD公司在ICT行业的ICT战略发展。（2）构架了价值
共创YD企业ICT业务战略发展模型。（3）为价值共创模式下的YD公司发展ICT
业务提出了战略实施和保障措施，保障价值增长整体战略的顺利实施。

关键词：价值共创；战略发展；整体优势；YD工程公司；ICT业务山东大学硕士学位论文
ABSRACT
This thesis applies value co－creation theory to the research on YD enterprise
strategic mechanism management for ICT products， aiming at establishing a modem
enterprise strategic mechanism model which is systematic and takes value co－creation as
core objective， providing feasible strategic management mode and effective
implementation approach and safeguard of strategy， so as to make enterprises become
core value type enterprises with competitive advantages.
The main research method in this thesis includes the experimental method， and the
experimental objects are the enterprise members in ICT products supply chain， including
heads of the enterprise and staffs. In the process of experiment， the user driven
circulation method， i.e.5 talking， thinking and testing， is used to analyze the development
of co－creation strategy and the key elements to execute the strategy—more interactive
channel， the transparency of information， and the result feedback. This study also adopts
the theoretical method to integrate literature investigation， and draws on the domestic and
foreign research results to establish the strategic mechanism model from the perspective
of value co－creation.
The main conclusions of this research are as follows. （1） The strategic mode from
perspective of value co－creating is the core value type enterprise. With the continuous
integration between industry and the extension of value chain， supply chain value create
become the main operation mode of enterprise. In order to face with the changing
external environment， the core value type enterprise should be pursued to increase the
enterprise value and product end users value， which are the sources of competitive
advantage； （2） The critical point of value creation under the perspective of strategy is the
value increasing， which needs the enterprise， product end users and other members in the
ICT supply chain to participate and create a newer and better product， matching the user
demand， reducing waste， increasing the overall value， and forming competitive
advantage； （3） The key point of the strategic execution under the perspective value山东大学硕士学位论文
co－creation is to integration both internal and ext