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研究生： 林峯毅
Lin, Feng-I
論文名稱： Understanding Chinese Managers’ Perspective on Self- Service Technology: A Service Dominant Logic Perspective
Understanding Chinese Managers’ Perspective on Self- Service Technology: A Service Dominant Logic Perspective
指導教授： 王慕容
Stanworth, James
學位類別： 碩士
Master
系所名稱： 管理學院 - 國際經營管理研究所
Institute of International Management
論文出版年： 2026
畢業學年度： 114
語文別： 英文
論文頁數： 71
中文關鍵詞： 自助服務科技 、服務導向邏輯 、華語文化 、面子 、人情 、管理視角
外文關鍵詞： Self-service technology, Service-dominant logic, Chinese culture, Miànzi, Rénqíng, Managerial perspective
相關次數： 點閱：20  下載：5 
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    • 自助服務科技 (SST) 的快速發展改變了服務交付模式，將服務參與主體從員工轉移到了客戶。與主要從顧客視角出發的SST 研究相比，以管理者觀點為主的研究相對較少，尤其是在華語文化的使用情境。因此，本文以服務導向邏輯為視角，探討台灣地區的管理者如何看待SST，以及他們如何引進並推廣SST。
    我採用半結構式訪談法，對來自台灣自助服務科技產業的15 位管理者進行訪談，這些行業包括銀行、醫院、零售商店、餐飲業和自助科技製造產業。訪談資料經過錄音轉錄後產出逐字稿進行對校，最終以持續比較分析法(CCA)進行分析。
    研究結果揭示了管理者如何看待SST，認為它能為顧客和供應方提供價值，此外這份研究也辨識了SST 在硬體、流程上關鍵的操作資源。研究結果也表明，管理者並不認為SST 可以完全取代人工服務。相反，當SST 無法滿足顧客需求時，第一線員工仍在引導客戶、提供彈性服務以維持面對面服務管道方面發揮重要作用。

    The rapid development of self-service technology (SST) has transformed service delivery by shifting service participation from employees to customers. Comparing with the studies on SST focused on customers’ perspective, the studies that primarily focus on managers’ perspective are relatively limited, particularly in Chinese context. Therefore, I explore how Chinese managers in Taiwan perceive SST, and how they introduce and facilitate SST through the lens of service-dominant logic.
    I conducted semi-structured interviews with 15 managers from various service industries in Taiwan, including banking, hospital, retail stores, restaurants, and technology services to collect the date. The collected data were transcribed and analyzed via constant comparative analysis (CCA).
    The findings reveal the meaning of SST from managers’ perspective in bringing perceived-value for both customers and organization. Furthermore, the study identified key operand and operant resource involved in SST. The findings also demonstrate that managers do not think SST as a complete replacement for human service. Instead, frontline employees continue to play an important role in guiding customers, providing flexible services and keeping a face-to-face service channel when SST cannot meet customer needs.

    摘要 I ABSTRACT II ACKNOWLEDGEMENTS III TABLE OF CONTENTS IV CHAPTER ONE INTRODUCTION 1 1.1 Research Background of SST. 1 CHAPTER TWO LITERATURE REVIEW 5 2.1 The Introduction of Self-service. 5 2.2 The Elements that Make Customers Want to Use or Avoid SST. 5 2.3 The Benefits and Risks of Applying SST for Organization. 8 2.4 Using Service Logic to Exploring Managers ‘Perspective on SSTs. 10 2.5 The Cultural Influence on Self-service Technology. 13 2.6 Chinese Perspective on the Use of SST. 15 2.6.1 Chinese Customer’s Perspective toward SST. 17 2.6.2 Manager’s Perspective toward SST. 18 CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 21 3.1 Methodological Concerns. 21 3.2 Sampling Process. 21 3.2.1 The Self-services that Contain Comprehensive Process. 24 3.2.2 SST Design Companies. 25 3.3 Data Collection. 25 3.3.1 Interview Process. 25 3.3.2 Data Transcription. 27 3.3.3 Coded Data. 28 3.4 Axial Category Interpretation through the Lens of Service Dominant Logic. 32 3.4.1 Value Co-created in SST Platform. 32 3.4.2 Operand Resource Provided by Organizations. 33 3.4.3 Operant Resource Perceived by Customers. 34 CHAPTER FOUR RESEARCH RESULTS 35 4.1 The Value of SST. 35 4.1.1 Convenience. 35 4.1.2 Joyful Experience. 36 4.1.3 Reciprocity. 38 4.1.4 Cost Effective. 38 4.1.5 Workforce Optimization through SST. 40 4.2 Managers Concept of Operand Resource. 41 4.2.1 Familiarity of Interface. 41 4.2.2 Stability. 42 4.3 The Operant Resource of SST Application. 43 4.3.1 Slow Applying in Learning Process. 43 4.3.2 Intuitive Operation Process. 44 4.3.3 Face Concern. 46 4.4 The Perspective of Managers on Resource Integration. 47 4.4.1 Flexible Service in Rénqíng. 47 4.4.2 Face to Face Availability. 48 CHAPTER FIVE CONCLUSION AND LIMITATION 50 5.1 Introduction. 50 5.2 The Meaning of Self-service Technology for Managers’ Perspective. 50 5.2.1 The Meaning for Organizations. 50 5.2.2 The Meaning for Customers. 51 5.3 Managerial Practice to Bring SST to Customers Life. 51 5.3.1 Consideration of Providing SST and the Design. 52 5.3.2 The Transferring of the Role of Employees. 53 5.4 Conclusion. 54 5.5 Research Limitation. 55 REFERENCES 57

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