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CHAPTER SIX: CONCLUSION
6.1 Summary
With the fast growth of mobile service in areas such as ubiquity, convenience, localization, and personalization, service providers are making clear efforts to deliver innovative service through improved mobile technology. In this research, we used the Star Model to examine how such an exhibition organizer could transform to build organization change capabilities according to the five dimensions: strategy, structure, process, people, and reward system.
To verify the model, we joined with the U2EX project to develop an innovative mobile service called ―Orbi‖ for use in exhibition industry launched by Taiwan External Trade Development Council (TAITRA) and Service Science Research Center (SSRC) in National Chengchi University (NCCU). Data was collected through several personal interviews conducted during November of 2009 to May of 2011 to observe the changes of TAITRA’s operating policies. After a case analysis, we conceptualized some propositions that could evaluate whether or not a company is ―ready‖ to deliver mobile service.
From our results, we found that each component may affect the others in building organization change capability. Good IT environment, organizational learning, and the ability to quickly respond to the market comprise the essential competences needed to deliver quality mobile service. Flexible structure and changeable operating processes allow a company to easily and rapidly react to its customers’ requirements. Competitiveness is developed by employees with multiple skills and who have gone through an excellent training system, and motivation to work and innovate is encouraged by a generous reward system. None of the five dimensions should be ignored in order to advance IT competences in mobile service.
6.2 Limitations and Implications for Future Research
In our research, we proposed suggestions for building organization change capabilities based on five categories. Since Orbi was still in the experimental phase, TAITRA didn’t like to pay much attention to the integration platform. Moreover, there are more factors that affect the success of organization change needed to be
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considered, such as government support, exhibition size, and exhibition types. In the future, we can include these factors in our model to have a better description of the business environment, so we can conduct a more precise study to explain how an organization changes.
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Appendix A: Question List of the Interview (Chinese)
Orbi 採用前
1. 公司辦展上所面臨的難題是什麼?造成主因為何?
2. 採用 Orbi 的考量點是什麼?期望 Orbi 能有怎樣的預期效益?
3. 組織結構上來說,辦展時各部門如何運作?部門間是否有良好的溝通管道及
協同作業能力來共同完成一次展覽?
4. 現有的軟硬體設備是否能充分支援資訊系統的運作?限制?
5. 資訊系統提供的功能有哪些?帶來什麼樣的幫助?
6. 資訊系統暫時無法解決的困難點為何?
7. 員工與資訊系統在辦展過程中的角色及功用分別是什麼?
8. 資訊系統在營運流程上提供員工什麼樣的協助?員工是否有充分知識和技術
來使用系統?
Orbi 採用後
1. 公司的瓶頸是否有所突破?在哪方面?
2. Orbi 帶給公司最大的效益是什麼?有待改善的部分是什麼?
3. 使用 Orbi 時,各部門間的合作方式有什麼改變?
4. 新系統是否能契合辦展流程?導入期間是否發生衝突與改變?
5. 員工對新系統的態度如何?使用上是否產生因知識或技術不足而無法處理?
6. 客戶對新系統的反應如何?有什麼新需求的產生?
7. 面對新系統可以迅速蒐集客戶資訊,員工是否有足夠能力立即反應,做出適當
的回應或服務?
8. 蒐集到的各種資料公司如何運用?帶來哪些效益?
9. 員工核心能力評估是否因新系統的運作而有所改變?公司要如何選用或教育
符合期望的人力素質?
對 Orbi 的未來期望
1. Orbi 現在功能以展中為主,對於展前及展後這兩塊,預期新系統能提供什麼樣
的服務?
2. 這些新服務對公司營運有什麼幫助?預期效果為何?
3. 針對預期服務,公司內部是否必須在結構,流程及員工能力方面有所改變?
4. 針對現有 Orbi 服務,哪些是未能達到預期效果?公司方面希望方向為何?
5. 透過新的 Orbi,公司方面在營運及客戶管理上有什麼願景?
6. 除了本身的努力,公司方面希望未來政府或技術單位提供怎樣的協助來取得
最大利益?