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Title of Thesis: The Impact of Dynamic Capabilities on Service Innovation and Business Performance ― A Case Study on Cram Schools

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Title of Thesis: The Impact of Dynamic Capabilities on Service Innovation and Business Performance ― A Case Study on Cram Schools
    Title of Thesis:  The Impact of Dynamic Capabilities on Service Innovation and Business Performance ―  A Case Study on Cram Schools Key word: dynamic capability, service innovation, business  performance, cram schools, Name of Institute:  Executive Master’s Program of Business Administration(EMBA) in General Management, Tamkang University Graduate date: July, 2016 Degree Conferred: Master Name of student:  Liew,Chu-Cheng. Advisor:  Hung, Ying-Cheng, PH.D. 劉祖成   洪英正 博士   Abstract: Service innovation has got comprehensive attention in recent years. In 2007, an author in “ Business Week” pointed out that service innovation will be the “ next  big thing” of industries. Subramanian and Nilakanta (1996) noted that service innovation can bring competitive advantages, higher market share, better customers growth rate and improve operational efficiency, and gain overall performance. McMillan et al. (2000) pointed out that manufacturers can continue to develop new  products or services is due to the dynamic capability of enterprises. In recent years, due to the pluralistic education viewpoints and the impact of low  birth rate promote the rise of up of cram school. But as the educational environment keeps changing, in order to maintain competitive advantages, the cram schools had  pushed innovative services to cope with the needs of market. But some companies had  paid too much emphasis on innovation. It is easy to overlook the srcinal core competence .Sometimes even hurt the overall quality of service just because for a  particular innovation. This study is a qualitative research and consists of four well-known large-scale cram schools in Taipei. Those four schools are case 1 using traditional ground-oriented teaching and strict examination, case 2 using veteran to guide teachers and teaching lively by emphasizing individual differences of students, case 3 using the information technology into teaching for getting the overall efficiency, and case 4 using online and offline integration of instructions for the learning situation. Through in-depth interviews and literature review, with dynamic viewpoints to discuss how the dynamic capability can improve the service innovation , and then Total page:  148    explore its impact on cram schools’ performance about teaching, and finally to  propose some research proposition as the reference for the cram industry to improve the management. After studying there are propositions derived as follows: First, the personality and leadership style of leaders will affect the cumulative dynamic capability of the cram school, and thereby influence the competitive advantages, so that operators, executives, are the subjects of cram school to foster dynamic capabilities. Second, it is necessary for cram school to modify the talent and resources capturing ability to affect the cumulative dynamic capability, and thereby influence the competitive advantage. Third, by building a learning organization that can overcome the inertia of organization thinking of cram schools, and then help the construction of dynamic capability. Fourth, a sound and fair reward and promotion system can reduce staff turnover rate, contribute to the construction of knowledge management system, enhance staff involvement and heritage of organizational experience, and help maintaining the dynamic capabilities. Fifth, the dynamic capability of cram school depends on the interdependence of multiple abilities within the organization, and as it’s too fuzzy to intimate by other competitors. Sixth, when facing the shock of the external environment or dissatisfaction with the current situation, the dynamic capability is driven force of the organizational change and service innovation. Seventh, the improved activities of value with the customer orientation will form a favorable service innovation, thereby enhance operating performance. By this case, we generally believe that "the talent is the most important strategic resource," In addition, how to implement concepts of " organizational learning "and" reset and translation of resources " on the entire staff and change the organizational and service concept, propose improved value activities , are the key factors of business performance. 表單編號: ATRX-Q03-001-FM030-02
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