隨著服務經濟之蓬勃發展，「服務」不再只是服務業的產品，對其他產業而言，也逐漸從增加產品價值的輔助角色轉變為滿足顧客價值的主要媒介。由於服務之「製程」涉及一連串的流程，不僅需要內部跨部門的無縫隙運作，也經常透過與外部夥伴／顧客合作的方式來完成。因此，服務相關的文獻多主張，若企業欲透過服務創新滿足顧客並提升競爭優勢，應致力於跨領域的整合或外部合作的方式來推動服務創新。本文旨在探討，企業如何結合組織外部資源，共同開發新服務（以下簡稱協同式新服務發展）。透過對台灣五大產業所進行之服務創新調查與深度訪談，本文以企業新服務協同發展的對象與程度做為分類依據，將其分為四大類型：媒合型、專業型、顧客型及競爭型，輔以台灣企業個案說明各種型態，並彙整出各類型協同式新服務發展所需重視之組織能力。最後，本文提出兩項關鍵管理議題服務合作管理與服務創新策略抉擇，以提供管理者於擬定服務創新策略之參考。

Inspired by the booming service economies, both services and manufacturing organizations now regard services as a value-creating component in their offerings. Because services involve processes and performances provided or co-produced by one party for another party, it relies on seamless integration among different functions within the organization as well as collaboration with external partners. The literature on service innovation provides additional support to the prominence of cross-function integration and open innovation on developing innovative services. This paper aims to explore how enterprises collaborate with their business partners and customers to co-develop new services. Building upon the research findings of a survey and interviews on firms from 5 major industries in Taiwan, this paper proposes a typology of new services co-development (NSCD). NSCD, based on the extent of collaboration between an enterprise with its business partners and its customers, is categorized into four types: intermediary, professionalism, customer-centricity, and competition. In addition, this paper reports how enterprises in each type achieve in service innovation by possessing a specific set of organizational capabilities. Finally, we provide suggestions on the management of NSCD and the choice between exploitative and exploratory innovation.