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    题名: 新產品發展專案之權力結構與新產品發展績效之關聯研究：以外部控制觀點探討
    The Effect of Power Structure in the New Product Development Teams on New Product Development Performance: The External Control Perspective
    作者: 張家揚
    贡献者: 別蓮蒂
    樓永堅
    Bei, Lien Ti
    Lou, Yung Chien
    張家揚
    关键词: 新產品發展
    權力結構
    環境不確定性
    新產品發展流程正式化
    new product development
    power structure
    environmental uncertainty
    NPD formalization
    日期: 2013
    上传时间: 2014-10-01 13:45:32 (UTC+8)
    摘要: 過去探討新產品發展專案中行銷與研發權力結構之配置與績效之間關係的研究結果並不一致；而這些不一致的結果很可能是因為各研究抽樣的產業分布不盡相同，亦反映出各個新產品發展專案面對不一樣的環境不確定性。因此，本研究的主要研究目的為探討是否身處不同外部環境不確定性的新產品專案，其行銷與研發功能的權力結構與新產品發展績效之間有著不同的線性關係，並試圖以外部控制觀點解釋過去研究在新產品發展專案之權力結構與新產品發展績效關係的不一致，進一步導入新產品發展流程正式化對新產品發展專案權力結構與新產品發展績效關係之調節效果。
    本研究採用兩階段的問卷調查法，第一階段先取得廠商同意以及新產品發展專案之名稱。第二階段會有二到三位填答者填寫主要變數之問卷，分別是新產品發展專案經理、該新產品發展專案之行銷負責人與該新產品發展專案之研發負責人。若專案經理兼任行銷或研發負責人，則填寫兩份問卷。本研究共發放238個新產品發展專案，共123個新產品發展專案為有效樣本。
    根據外部控制觀點探討新產品發展專案中的行銷與研發的權力分配和新產品發展績效之關聯，本研究比過去的研究更周延地納入行銷與研發的權力在權力結構中，填補過去的研究僅著重討論單一功能對新產品發展流程的決策權力和新產品發展績效之間的關係。
    除此之外，藉由檢視在不同市場與技術不確定性情境之下的新產品發展專案在行銷與研發功能權力與新產品發展績效之關係，本研究解釋了過去研究探討新產品發展專案在行銷與研發功能權力與新產品發展績效關係不一致的現象。研究結果顯示在市場不確定性低但技術不確定性高的情境下，新產品發展專案之權力結構應偏向研發功能，新產品發展績效會有較佳之表現，例如電子製造業中的IC設計專案，新產品發展專案權力結構偏向研發功能，新產品發展績效會較好。
    最後，過去未曾發現新產品發展流程正式化的調節效果有其適用條件，在市場不確定性高但技術不確定性低的情境下，新產品發展流程正式化會強化新產品發展專案之權力結構偏向行銷與新產品發展績效之正向關係，例如：食品製造業中的冰品或是紡織製造業中的運動休閒布料專案，明定新產品發展流程有助於行銷功能主導的新產品發展專案獲得較好的績效。
    Past studies showed inconsistency in the relationship between the power structure of marketing and R&D in conjunction with new product development (NPD) performance. The reason of the inconsistency might be that the focal industries of each study were not the same which implies every NPD project faced different uncertainties dues to various industrial environments. According to the perspective of external control, the research objective is to show under different environmental uncertainties, different linear relationships between the marketing/R&D power structure and NPD could occur. Further, this research also introduced the moderating effect of the NPD formalization.
    This research adapted a two-stage questionnaire approach. The first stage is acquiring agreement and titles of NPD projects from firms. The second stage is having project managers, marketing personnel, as well as R&D personnel in NPD projects answer the questionnaire. Questionnaires were sent to 238 NPD projects, among them 123 had returned.
    The evidences showed a positive relationship between NPD performance and R&D power structure under low market uncertainty and high technological uncertainty. For example, NPD projects performed better when the balance of power structure swung to the side of R&D function in the High-tech industry, IC Designs. In situations of high market uncertainty and low technological uncertainty, NPD formalization strengthened the relationship between marketing and NPD performance. For example, the NPD formalization strengthened the relationship between power structure in the NPD project and performance in both food and textile industries.
    These findings, rather focusing on single functions such as marketing or R&D, helped advance the understanding of the relationship between the power structure of marketing and R&D with NPD performance. Furthermore, examining the variables under different environment uncertainty situations in this study explained the inconsistency of the relationship between the power structure of marketing/RD and NPD performance in the past studies. Finally, this research conditionally supported the moderating effect of NPD formalization on the relationship between the power structure of marketing/R&D and NPD performance, and this discovery has never been noted in previous studies.
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