製造業一直是台灣產業的強者，但隨著全球經濟發展，台灣製造業所獲毛利逐漸縮減以及服務業角色愈加重要之下，或許服務業所發展的「服務創新」，是拯救台灣低價值循環的一道解藥。過往國內外有關服務創新的研究，大都偏向於專案層次的探討，對於組織層級的著墨很少，其中有關「組織方式（Organizing）」的研究又更少。本研究認為組織方式的研究成果，可以使企業於發展服務創新的過程中，更知道如何有效地建構組織創新平台，以達到建立核心優勢與提升績效的目標。本研究以「組織設計」、「創新研發人力資源管理」、「新服務商品開發」與「外部知識取得」等四大構面為主軸，並針對國內在服務創新與服務力上表現優異的兩家企業－全家便利商店與王品集團，進行深入的個案研究。初步得到了以下的結論： (1)發展服務創新的企業，在組織設計上除了具有正式化的組織外，也會強調系統化的非正式組織，前者適合有形服務商品的開發，後者適合無形服務的發展。此外，因為服務的無形性，也會強調跨部門之間的互動與合作。 (2)發展服務創新的企業，在創新人力資源管理上，會特別著重於與接觸第一線顧客的員工之互動。在創新人力績效衡量方面，則會將顧客滿意度納入評核項目。 (3)發展服務創新的企業，在外部連結與知識取得上，會以開放式創新的概念積極向外獲取所需之技術知識與市場知識，並且讓顧客參與新服務的開發過程。 最後，本研究並提出實務上與後續研究上的建議。 / Taiwan's manufacturing industry has always been strong, but its gained profit margin has been gradually decreasing as the globlal competitition becomes fierce. On the other hand, the service industry plays a more important role than before in the economic development, and “service innovations” might become one of the key solutions to enhance the industrial added values and welfares. Most of the past researches related to service innovations are focused on the “project” level and very few studies are conducted at the “corporate” level, particulary concerning the issue of organizing. We believe the research results of organizing for service innovations can help enterprises set up a better organizational innovation platform in order to build core competence and to enhance performance. This study establishes a research framework with four major constructs: organizing, innovative human resources management, new service development process and external sourcing of knowledge and selects two innovative companies: the FamilyMart and WowPrime Group, for the case study in depth. Three major preliminary conclusions obtained from this study are as follows: (1)As far as organizaing for service innovation is concerned, the firm may use both formal and informal organization. The former one fits better for the tangible service products; and the latter one for intangible service products. Furthermore, the firm will emphasize the interdepartmental connection as the service itself is somewhat intangible per se. (2)As far as organizaing for service innovation is concerned, the firm will emphasize the interaction with the employees who have direct contacts with customers. Furthermore, the firm will include the customer satisfaction as one of the key performance indeices (KPI). (3)As far as organizaing for service innovation is concerned, the firm will actively acquire both of technical knowledge and market knowledge and will invite customers to participate in the development process of new services. Finally, this study draws some recommendations for both practititioners and follow-up researchers.

根據瑞士有機農業研究所的全球有機市場報告指出，2013年全球有機農業產值為630億美金，相較於2011年增長25%，由此可見有機產業蓬勃發展。過往國內有關有機產業的研究，大多偏向探討有機農業的發展、消費者行為調查、通路行銷策略，對於有機商店創新層面著墨很少。另一方面，以往服務創新相關研究有提到組織方式與知識管理對其產生的影響，但探討的產業仍限縮在一般服務業，未曾針對有機商店作探討。基於上述的缺口，本研究以「有機認知」、「組織特性」、「知識取得」等三大構面為主軸，選擇國內三家有機零售通路商店進行深入研究，探討三大構面對服務創新的影響。 本研究得到的結論如下： (1) 有機零售通路業者共同採取的服務創新是複合式經營餐飲、不定期的講座與活動、網路平台、App互動與購物。 (2) 有機零售通路業者發展服務創新，其有機產品認知包含健康產品的定義、與農友間公平貿易。前者是說明店內產品的選擇，後者是說明其公平採購行為，兩者對於有機零售商店都是新服務概念。 (3) 有機零售通路會同時透過正式化的組織方式與非正式化的提案制度來激發創新。當公司不具備組織創業家精神，新服務發展將難以達成。 (4) 有機零售通路業者發展服務創新時，在外部連結與知識取得上，會以開放式創新的概念積極向外獲取所需之技術知識與市場知識，尤其注重一線員工與顧客的互動與顧客意見。 最後，本研究提出實務建議與後續研究之建議。 / According to the statistics of Research Institute of Organic Agriculture (FiBL), global output value was 15 billion dollars in 2013 and 25% growth from 2011, which shows that organic industry is a booming industry. Most of the past researches related to organic industry are focused on the “development of organic farming”, “consumer behavior”, “marketing strategy” and very few studies are conducted on the organic store innovation. On the other hand, most of the former studies of service innovation, knowledge management, and organizing focus on general service industry. The past studies of the cases are almost general service industry. Due to the research gap, this study establishes a research framework with four major constructs: organic product awareness, organizing, external sourcing of knowledge and service innovation. I select three organic retail stores and aim to find the relationship among them. Four major preliminary conclusions obtained from this study are as follows: (1) The observation of organic retail stores jointly take these actions, such as combinative restaurant, occasional lectures/activities, network platform and App interacting with shopping. (2) As far as organic retail stores for service innovation is concerned, firm’s organic product awareness consists of the definition of health products and fair trade between farmers. Both of them are the new service concepts. (3) As far as organic retail stores for service innovation is concerned, the firm may use both formal and informal organization. If firms do not acquire entrepreneurship orientation, new service development would not be accomplished. (4) As far as organic retail stores for service innovation is concerned, the firm will actively acquire both of technical knowledge and market knowledge. Especially stores pay attention to the views of frontline staff and customer feedback. Finally, this study draws some recommendations for both practitioners and follow-up researchers.