期刊文献+

制造企业-知识型服务机构互动模式识别研究 被引量:9

Research on identifying manfacturing firms-kIBS interaction patterns
原文传递
导出
摘要 制造企业与知识型服务机构互动是企业获取外部资源,增强自身竞争力的关键途径之一,互动模式的识别则成为两类主体互动行为分析的前提与基础。互补型互动与辅助型互动是制造企业与知识型服务机构互动的两种典型模式,本研究基于服务创新研究视角与产业营销研究视角,通过多案例研究,提出互动所获取资源特征、互动目的、互动中沟通行为、互动后适应行为是识别互补型互动与辅助型互动的关键维度,以此来构建制造企业-知识型服务机构互动模式识别的分析框架,为制造企业与知识型服务机构互动的相关研究奠定基础。 Manufacturing firms - knowledge intensive services interaction is one of the critical ways to strengthen manufacturing firms' competitive capabilities. Then how to identify the interaction pattern is the basis and precondition . Complementary and supplementary interaction are two typical patterns. On the perspective of service innovation and industrial marketing purchasing(IMP) , using multiple case study, this paper brings forward that the characteristic of resource absorbed, the object of interaction, communication during inter- action, adaptation after interaction are four key demensions to establish ayalysis framework on differentiating manufacturing firms - knowledge intensive services interaction patterns.
出处 《科学学研究》 CSSCI 北大核心 2012年第9期1388-1396,共9页 Studies in Science of Science
基金 国家自然科学基金重点项目(71132007)
关键词 互动 互补型 辅助型 模式识别 interaction complementary supplementary pattern recognition
  • 相关文献

参考文献30

  • 1Tordoir P. The Professional knowledge economy: the management and integration of professional services in business organizations [ M ]. Boston: Kluwer Academic Publishers, 1995 : 139 - 143.
  • 2Gadrey J, Gallouj F. The provider - customer interface in business and professional services [J]. The Service Industries Journal, 1998, 18(2) : 1 - 15.
  • 3Vachon S, Halley A, Beaulieu M. Aligning competitive priorities in the supply chain: the role of interactions with suppliers [ J ]. International Journal of Operations & Production Management, 2009, 29(4): 322-340.
  • 4Valk W v d, Wynstra F, Axelsson B. Effective buyer- supplier interaction patterns in ongoing service exchange [ J ]. International Journal of Operations & Production Management, 2009, 29(8): 807-833.
  • 5Duncan R B. The ambidextrous organization: designing dual structures for innovation [ J ]. The Management of Organization Design: Strategies and Implementation, 1976, 1 : 167 - 188.
  • 6Simsek Z. Organizational ambidexterity: towards a mul- tilevel understanding[ J]. Journal of Management Stud- ies, 2009, 46 (4) : 597 - 624.
  • 7Muller E, Zenker A. Business services as actors of knowledge transformation: the role of KIBS in regional and national innovation systems [ J]. Research Policy, 2001, 30:1501-1516.
  • 8Rajala R, Westerlund M, Rajala A. Knowledge - inten- sive service activities in software business [ J]. Interna- tional Journal of Technology Management, 2008, 41 (3/ 4): 273-290.
  • 9Windrum P, Tomlinson M. Knowledge - intensive serv- ices and international competitiveness: a four country comparison[J]. Technology Analysis & Strategic Man- agement, 1999, 11(3):391-408.
  • 10Miles I, Kastrinos N, Flanagan K, et al. Knowledge - Intensive Business Services Users, Carriers and Sources Of Innovation[ M ]. Luxembourg: EIMS, 1995 : 16 -17.

同被引文献192

引证文献9

二级引证文献33

相关作者

内容加载中请稍等...

相关机构

内容加载中请稍等...

相关主题

内容加载中请稍等...

浏览历史

内容加载中请稍等...
;
使用帮助 返回顶部