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MBA毕业论文_程咨询企业服务创新绩效驱动机制研究PDF

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在服务经济时代,服务创新已成为落实国家创新驱动发展战略、深化供给侧体制改 革和加快新旧动能转化的重要途径。作为知识密集型服务业,工程咨询企业是工程建设 项目决策与管理咨询服务的提供者,在我国建筑业加快转型升级和实施创新驱动的进程 中发挥着不容忽视的作用。随着全过程工程咨询、全资质工程咨询的全面推行,以及PPP 项目咨询、BIM项目管理咨询等新咨询模式的大量涌现,当前工程咨询企业单一化、碎 片化的服务供给模式与市场多样化、一体化的需求之间矛盾日益突出。工程咨询企业单 纯依靠低价竞争、打造品牌声誉等竞争手段已难以在日趋激烈的同质化竞争中形成持久 的竞争优势,必须根据新的市场需求创新咨询模式,解决新问题,提出新动能,更好地 服务建设工程项目。在此背景下,如何在外部和内部因素的驱动下有效提升其服务创新 绩效是当前工程咨询业乃至建筑业关注的核心问题。 为解决上述问题,本研究基于服务创新理论以及战略生态理论,引入内部驱动因素 作为中介变量,探究外部因素对工程咨询企业服务创新绩效的驱动机制。选取2018年 度中国全过程工程咨询公司综合实力百强名单、住建部和各省发布的全过程工程咨询试 点企业名单中的企业为样本,对来自北京市、上海市、浙江省、广东省、吉林省、河南 省、湖南省、四川省、陕西省的186家样本企业发放424份问卷,回收到来自167家样 本企业的341份有效问卷,运用统计分析和结构方程模型等方法,实证检验了外部驱动 因素、内部驱动因素对服务创新绩效的驱动路径及内部驱动因素中介效应的关系假设。 本研究得出以下结论:(1)外部因素对工程咨询企业服务创新绩效驱动作用的排序 为市场需求、政府支持、竞争对手行为,其中,市场需求能直接和通过创新资源和激励 制度间接驱动服务创新绩效,竞争对手行为通过学习能力和激励制度间接驱动服务创新 绩效,政府支持能直接和通过学习能力间接驱动服务创新绩效;(2)内部驱动因素在外 部驱动因素与工程咨询企业服务创新绩效之间发挥中介作用,内部驱动因素对工程咨询 企业服务创新绩效驱动作用的排序为学习能力、激励制度、创新资源,其中,学习能力 在竞争对手行为对服务创新绩效的驱动作用中发挥完全中介作用,在政府支持对服务创 新绩效的驱动作用中发挥部分中介作用;创新资源在市场需求对服务创新绩效的驱动作 用中发挥部分中介作用;激励制度在竞争对手行为对服务创新绩效的驱动作用中发挥完 全中介作用,在市场需求对服务创新绩效的驱动作用中发挥部分中介作用。研究证实通 过在外部市场和政策因素驱动下整合内部资源和能力因素以有效提升工程咨询企业服 ii 务创新绩效的研究是一次具有创新性的理论探索,为工程咨询企业的服务创新相关研究 提供了新的研究视角。 关键词:工程咨询企业 服务创新绩效 驱动机制 中介效应 iii Abstract In the era of service economy, service innovation has become an important way to implement the national innovation-driven development strategy, deepen supply-side system reform, and accelerate the transformation of old and new kinetic energy. As a knowledge- intensive service industry, engineering consulting firms are providers of engineering construction project decision-making and management consulting services. They play an important role in China's construction industry in accelerating transformation and upgrading and implementing innovation-driven processes. With the implementation of full-process engineering consulting, full-qualified engineering consulting, and the emergence of new consulting models such as PPP project consulting and BIM project management consulting, the contradiction between the single and fragmented service supply model of engineering consulting enterprises and the diversified and integrated market demand is becoming increasingly prominent at present. It is difficult for engineering consulting companies to rely solely on low-cost competition and brand reputation to form a lasting competitive advantage in increasingly fierce and homogeneous competition. They must innovate consulting models according to new market demands, solve new problems, propose new kinetic energy, and better serve construction projects. Under this background, how to effectively improve the performance of service innovation driven by external and internal factors is the core concern of the current engineering consulting industry and even the construction industry. In order to solve the above problems, this research is based on service innovation theory and strategic ecological theory, introducing internal driving factors as intermediary variables, and exploring the driving mechanism of external factors to the service innovation performance of engineering consulting enterprises. The companies in the list of the top 100 comprehensive strengths of China's full-process engineering consulting companies in 2018, the full-process engineering consulting pilot companies released by the Ministry of Housing and Urban-Rural Development are selected as samples, 424 questionnaires were distributed to 186 sample companies from Beijing, Shanghai, Zhejiang, Guangdong, Jilin, Henan, Hunan, Sichuan and Shaanxi, and recovered 341 valid questionnaires from 167 sample companies. Using statistical analysis and structural equation models, this study empirically tested the driving path of iv external and internal driving factors on the service innovation performance, and the intermediary effects of internal driving factors. This study draws the following conclusions: (1) The order in which external factors drive the performance of engineering consulting firms’ service innovation performance is market demand, government support, and competitor’s behavior. Among them, market demand can directly and indirectly drive service innovation performance through innovation resources and encourage institution. Competitor’s behavior can indirectly drive service innovation performance through learning ability and encourage institution. Government support can directly and indirectly drive service innovation performance through learning ability. (2) Internal driving factors play an intermediary role between external driving factors and engineering consulting companies’ service innovation performance. The order in which internal factors drive the performance of engineering consulting firms ’service innovation performance is learning ability, encourage institution, and innovation resources. Among them, learning ability plays a full intermediary role in the driving role of competitors' behavior on service innovation performance, a partial intermediary role in the driving role of government support on service innovation performance; innovation resources play a partial intermediary role in the driving role of market demand on service innovation performance; encourage institution plays a full intermediary role in the driving role of competitor’s behavior on service innovation performance, a partial intermediary role in the driving role of market demand on service innovation performance. This study confirmed that the research of improving the service innovation performance of engineering consulting companies through integrating internal resources and capacity factors driven by external markets and policy factors is an innovative theoretical exploration. It provides a new perspective for research related to service innovation in the engineering consulting firms. Keywords: Engineering consulting firm, Service innovation performance, Influence mechanism, Mediation effect v 目 录 第一章 绪论 1 1.1 研究背景及问题 ............... 1 1.2 研究目的及意义 ............... 3 1.2.1 研究目的 ................ 3 1.2.2 研究意义 ................ 3 1.3 研究方法与技术路线 ....... 4 1.4 研究框架及主要内容 ....... 5 1.5 研究的创新点 ................... 6 1.6 本章小结 ........................... 7 第二章 文献综述 ........................... 8 2.1 服务创新 ........................... 8 2.1.1 创新理论 ................ 8 2.1.2 服务创新的定义 .... 9 2.1.3 工程咨询企业服务创新的界定 ......... 10 2.2 服务创新绩效评价 ......... 12 2.2.1 绩效理论 .............. 12 2.2.2 服务创新绩效 ...... 13 2.2.3 工程咨询企业服务创新绩效评价 ..... 13 2.3 服务创新绩效驱动因素 . 14 2.3.1 战略管理理论 ...... 14 2.3.2 外部驱动因素 ...... 16 2.3.3 内部驱动因素 ...... 17 2.4 已有研究评述 ................. 18 2.5 本章小结 ......................... 19 第三章 理论模型与研究假设 ................ 20 3.1 理论模型构建 ................. 20 vi 3.2 研究假设推导 ................. 24 3.2.1 外部驱动因素与服务创