英國留學生管理方面的dissertation一篇-Problem statement

 

After entering the nineties, a large number of enterprises relying on servitization strategy have made remarkable achievements, such as the Microsoft, GE and IBA (Tanriverdi and Uysal, 2011). Many scholars are through these companies to find out the key factors for growth and development of enterprises, pointing out that these enterprises have been able to succeed with servitization strategy strategy, which is inseparable from these enterprises’ building core competencies through service management. For example, IBM’s successful transformation is inseparable from its strong strategic layout capabilities, innovation and research & development (R&D) capabilities, marketing ability, resource and business integration capabilities (Tanriverdi and Uysal, 2011). Usually it is considered that core competencies are rooted in skills, knowledge and human capacity. But a company's skills and knowledge are invisible, their carrier is the organization’s employees. There in a sense, core competencies can be considered as information of expertise with unique characteristics, it is dependent on employees and is not to be leaked (Matthews, 2002). Human resources are entities bearing knowledge and skills; therefore human resource becomes the key factor that determines the core competence of enterprises, it is also the key factor that decides the success of an enterprise’s servitization strategy (Matthews, 2002). To achieve a successful service-oriented strategic transformation, manufacturing enterprises must develop right strategic human resource management (SHRM) strategies for enterprises to recruit, train and manage talent to build the core competitiveness of enterprises, thus laying the foundation for success of enterprises’ servitization strategy (Matthews, 2002).

 

It should also be found that many companies also want to be successful through servitization strategy, but servitization strategy do not help them to achieve the desired success. The reason may lie in that these enterprises do not have the core competence that servitization strategies require, nor do they develop SHRM strategies on the basis of requirements for building core competence of enterprises, leading to that the companies fail to have talents for supporting servitization strategies. Therefore, for those manufacturing companies which want to take a servitization strategy, how to use SHRM to manage the change in core competencies and capabilities during the servitization in manufacturing industries is a question that is worth of studying. 

Aims and objectives

This dissertation aims to explore what is the influence of implementation servitization strategies in manufacturing enterprises on core competencies of enterprises, as well as what is the influence on SHRM, based on this to discuss how manufacturing enterprises use SHRM to manage the change in core competencies and capabilities during the servitization in manufacturing industries. Based on the aims, it forms the following research objectives. #p#分頁標題#e#

Objective 1: to explore the importance of servitization strategies on manufacturing enterprises;

 

Objective 2: to explore the importance of servitization strategies on manufacturing enterprise's core competencies;

 

Objective 3: to discuss the influence of being based on servitization strategies to build manufacturing enterprises’ core competencies on their SHRM;

Objective 4: to bring forward recommendations on how manufacturing enterprises use SHRM to manage the change in core competencies and capabilities during the servitization in manufacturing industries.

Framework of the dissertation

This dissertation consists of five chapters. Chapter I is introduction. It presents the research background, significance and objectives of this research. Chapter II reviews literatures relating to servitization, core competencies and SHRM, then it criticizes the researches to show the theoretical significance of this research. Chapter III introduces the methodology of this dissertation. Firstly, it shows the methods used in this dissertation. Secondly, it describes the data collection and analysis process. Finally, it points out the limitations of the methodology. Chapter IV is finding and analysis. It first of all presents the interview results. Then, it is based on the literature review to analyze the results of the interview. Chapter V is conclusion and recommendation. In concludes the dissertation, bringing forward the limitations of this research, the directions of further researches, as well as recommendations on how to use SHRM to manage the change in core competencies and capabilities during the servitization in manufacturing industries. 

Summary

This chapter introduces the research background, significance and aims and objectives of the study, bringing a brief introduction on the research methodology and anticipated outcome. In the next chapter, it will review literatures on servitization, core competencies, SHRM, conducting a critical analysis on the researches to point out the theoretical significance of this dissertation.