第五章 結論與建議
第三節 研究限制與建議
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潛規則是造成單位採取何種行動的最大依據。
所以當組織層級希望單位層級進行創新時，給予大客戶單位及小客戶單位相 同的創價流程使用權與資源是一種方法，但若希望單位間能合作，則需要靠團體 績效與獎酬連結的制定；此外，若要降低組織慣性，則組織層級應該要讓單位層 級知道每個單位都有扭轉創價流程使用權與資源分配的機會，例如人員輪調、專 案制度，而最明顯的就在業務端，若是需要開發新客群而非維持舊客戶的單位，
知道自己單位有改變單位在組織內影響力的機會，則更願意投入心力找尋新客戶 的機會，使企業能夠有更多獲利；此外，許多小客戶單位因為其服務的客戶影響 力較小，但可能因為一個客戶的影響力小，所以該單位要負責多個客戶才能夠達 到和大客戶組織一樣的績效標準，因此小客戶單位所需要負責的工作多且雜，再 加上時常爭取不到創價流程優先使用權與資源，可能導致該單位好的人才覺得常 受到壓迫，因而選擇離開該公司，因此組織層級在考核人員時，可能不只要考核 其是否達到業績，還需要考慮該人員是否負責多重任務而達到業績，使得小客戶 單位的人員能力能夠真正被評判。
第三節 研究限制與建議
1. 未限制產業，因此產業多元，特性較不明顯：
本研究原先認為客戶端競爭或合作而影響企業內部競爭或合作的狀況會發生 在各個產業，因此在進行訪談時沒有限定特定產業，想透過多元產業瞭解不 同在不同產業下會產生的共同現象，但也因為不同產業而有不同特性，導致 結果較為分散；因此往後若進行此研究，建議可以專注在某個產業，較能掌 握產業特性對企業產生的影響。
2. 訪談層級有限：
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雖然本研究中受訪者皆為對於該企業及部門有深度了解者，但除了該受訪者 外，應該可以找該企業一線人員進行訪問，切確比對受訪者與基層人員想法 是否一致；建議除了訪問企業管理階層外，也可以依照組織中不同層級的人 員進行劃分候進行訪談，訪問不同階級的人員，可以蒐集到更多元的觀點，
雖然在同一個部門，但可能階級不同，人員的感受度也不同，若有更多的內 容，可以使研究更加豐富，且包含較全面的觀點。
3. 無客戶端企業之間合作方面相關資訊：
本研究透過文獻探討，推論企業之間是有競爭或合作的可能的，因此在研究 架構中當中提出不論是企業內部或外部，都有競爭與合作的可能；但在分析 訪談內容後，有些公司都表明台面下的先不談以外而無提供客戶端合作相關 資訊外，此外，或許是因為沒有考慮受訪產業所處的產業生命週期，或在訪 談時未能有效引導，導致此次研究訪談企業無法提供客戶端合作的案例，而 在過去的文獻中顯示，企業之間的合作發生在一個產業進入新市場之際 (Osarenkhoe, 2010)，或是有重大投資，想透過合作減導前導時間(Bengtsson and Kock, 2000； Osarenkhoe, 2010)以及降低風險(Mariani, 2007；Osarenkhoe, 2010； Bengtsson and Kock, 2000；Keith, 2007)之時，因此建議往後相關研究 在選擇訪談企業時，可以留意是否該企業的客戶端有要進入新市場，或進行 重大投資，較可以獲取客戶端合作對企業內部競爭或合作關係造成影響的相 關資訊。
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附錄
一、訪談大綱
為了瞭解受訪企業的客戶端，詢問受訪企業的客戶端狀況，進一部瞭解由受 訪企業的角度看客戶端，是否有競爭或合作的狀況。
1. 請問貴公司出貨的客戶有哪些呢？
2. 從您的角度來看，近期內客戶之間的競爭或合作是否有加劇?如何判斷其合作 或競爭狀況加劇?
為了瞭解受訪企業如何評判客戶對企業端的影響力，詢問客戶對受訪企業的 價值如何衡量。
1. 請問貴公司這些客戶當中，對企業價值有不同嗎？（有影響力的區別嗎？）
2. 這些區別是由哪些要素評判的呢？（評估包括出貨數量、價格、與交期之談 判力等）
想瞭解受訪企業在幫客戶進行影響力分類後，客戶端之間的競合會如何影響 企業內部的競合。
1. 請問兩個客戶的競爭，在
a. 客戶之間互相競爭，但客戶的影響力不同時，是否會影響組織內部服務單 位的競爭跟合作關係呢? 請舉例說明。
在這樣的狀況下，從組織層級來看，會希望組織內的單位合作或競爭呢?
請舉例說明。
b. 客戶之間互相競爭，客戶影響力相同時，是否會影響組織內部服務單位的 競爭跟合作關係呢? 請舉例說明。
在這樣的狀況下，從組織層級來看，會希望組織內的單位合作或競爭呢?
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請舉例說明。
c. 客戶之間互相合作，但客戶的影響力不同時，是否會影響組織內部服務單 位的競爭跟合作關係呢? 請舉例說明。
在這樣的狀況下，從組織層級來看，會希望組織內的單位合作或競爭呢?
請舉例說明。
d. 客戶之間互相合作，客戶影響力相同時，是否會影響組織內部服務單位的 競爭跟合作關係呢? 請舉例說明。
在這樣的狀況下，從組織層級來看，會希望組織內的單位合作或競爭呢?
請舉例說明。
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