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題 名 | 新產品研發系絡下跨功能整合之研究--情境模式及實證=R&D-Marketing Integration in NPD Context: A Contingency Perspective |
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作 者 | 張存金; 盧淵源; | 書刊名 | 實踐學報 |
卷 期 | 30 1999.06[民88.06] |
頁 次 | 頁197-230 |
分類號 | 496.1 |
關鍵詞 | 新產品研發; 整合機制; 跨功能整合; 情境理論; New product development; NPD; Integrative mechanisms; R&D marketing integration; Contingency view; |
語 文 | 中文(Chinese) |
中文摘要 | 本研究提出研發團隊跨功能整合的情境模式,模式中包含三個主要構念,即整合 機制、跨功能整合及情境因素,旨在探討研發團隊在各種不同的情境下,整合機制如何影響 跨功能整合;並期望透過對於整合機制如何搭配不同情境因素的瞭解,以提昇研發團隊的跨 功能整合程度,改善新產品研發的效能。透過問卷調查的方式,針對新竹科學園區廠商及我 國百大企業,共 105 家廠商發出問卷, 每一個樣本廠商都收到三種問卷,施測對象包括研 發團隊負責人、研發團隊內之研發及行銷領域負責人。調查結果有 42 家有效廠商回卷,共 有 126 有效問卷。 從回收問卷的分析,可推論得關於整合機制、跨功能整合及情境因素三 者的關係如下:1. 本研究所提出的五種組織氣候機制, 即角色彈性、酬賞共享、高階管理 者對整合的正面評價、工作輪調、團隊內功能領導者的互動,有利於研發團隊內跨功能間的 整合; 2. 研發團隊之正式化程度對跨功能整合的影響力凌越三種情境因素(創新策略、新 產品研發階段、廠商是否屬於高科技產業),且正式化程度與跨功能整合兩者呈正向關係; 3. 在不同的情境因素下,集權程度對跨功能整合的影響效果並不一致; 惟防禦型廠商之研 發團隊,在新產品研發之初期階段(規劃、市場研究、創意發展),集權程度較低對跨功能 整合較有利; 4. 比較本研究所提出的三種情境因素對跨功能整合的影響,可知創新策略的 效果凌越廠商是否屬於高科技產業的效果。 |
英文摘要 | For studying R&D-marketing integration in new product development (NPD) context, a contingency model and eight hypotheses are developed, in which a contingency framework is proposed to cover the interfunctional integration mechanisms, the interface relationships between R&D and marketing, and the moderating effects of the impact of three situational factors, i.e., innovation strategies, stages of NPD, and the high-tech/non-high-tech firms. These hypotheses are empirically tested in a survey study involving 42 NPD teams from 105 firms in widely varying industries in Taiwan. In all, 126 usable responses were gathered from the team leader, R&D and marketing manager at each team, representing an effective response rate of 40%. The results indicate that the five organizational climate mechanisms, that is, role flexibility, joint reward, values integration of top, job rotation, and interaction among functional leaders in NPD teams, will contribute to R&D-marketing integration in NPD teams. The results also suggest that, for facilitate R&D-marketing integration, the effect of team formalization could be dominant that of the various situational factors, such as innovation strategies, NPD stages, high-tech/non-high-tech firms, and the perceived level of R&D-marketing integration relates positively to the formalization of NPD teams. On the other hand, given the moderating influences of the various situational factor, the effect of centralization on R&D-marketing integration is divergent. However, in the initiation stages of NPD process, the R&D-marketing integration of Defender teams is correlate negatively to the degree of team centralization. Finally, comparing the three situational factors, it could be found that whether the team belongs to high-tech firms or not, the perceived level of both the degree of R&D-marketing integration and the level of integration mechanisms of Prospector teams is higher than that of Defender teams. |
本系統中英文摘要資訊取自各篇刊載內容。