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題名 | Determinants of R&D/Marketing Integration and New Product Performance during New Product Development=研發過程影響研發/行銷整合與新產品績效之因素 |
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作者 | 葉焜煌; 劉三文; Yeh, Kun-huang; Liu, San-wen; |
期刊 | 大同學報 |
出版日期 | 19951100 |
卷期 | 25 1995.11[民84.11] |
頁次 | 頁1-21+427 |
分類號 | 496.5 |
語文 | eng |
關鍵詞 | 研發; 行銷; |
中文摘要 | 一般而言,新產品的銷貨約佔企業總銷貨的1/4-1/3;相關研究也指出,新產品的 失敗率約在 24 % - 98 %之間。雖然企業機能各部門間的界面對新產品的研發都有相當影 響,但是研發╱行銷間的界面卻是最重要的。新產品的成功攸關組織的競爭優勢,目前雖然 有不少有關研發╱行銷整合的理論與實證研究,但卻很少能作為經營者擬訂改善行動之優先 順序的參考。 本研究以臺灣的資訊業與通訊業為對象,以線性關係模式及迴歸模式來分析組織因素、研發 ╱行銷間的認知差異、 研發╱行銷間的整合以及新產品績效等潛在變數( latent variables )間的關係。研究結果支持:(1)組織對研發╱行銷整合有正面的影響;(2 )研發╱行銷間的認知差異對研發╱行銷整合有負面的影響;(3)研發╱行銷整合對新產 品發展績效有正面的影響。透過潛在變數各指標的優先順序,本研究發現:(1)要提升研 發╱行銷間的整合,在組織方面:首重讓員工參與決策、提高組織正式化程度以及高階經營 者的支持與重視研發╱行銷整合;(2)要提升研發╱行銷整合,在認知差異方面:有關責 任的認知差異是提升研發╱行銷整合的最大障礙;(3)要提升新產品發展績效,在研發╱ 行銷整合方面:設計使用手冊及服務手冊、針對市場需求來修改現有產品以及發展新產品是 三項最重要的改善領域。 |
英文摘要 | Generally speaking, new product can account for as much as one-fourth to one-third of a firm's annual revenues. A summary of studies reports new products failure rates ranging from 24 percent to 98 percent. Although all functional interfaces are important in the product development process, the R&D/marketing interface is the most important one, more important than the R&D/production interface or the marketing/production interface. Since new product success is so paramount to organizational and competitive advantage, it is no surprise that much theoretical or empirical researches have been conducted on the factors related to the systematic integration of R&D and marketing; unfortunately, few of them can suggest a clear priorities of actions for managers to take. This study collected data from Taiwan's information and telecommunication firms and used the Linear Structural Relations (LISREL) model and regression analysis to analyze the relations among the latent variables--organizational factor, differences in cognizance, integration and new product performance. The results sustain that (1) organizational factors have a direct positive effect on the level of integration between R&D and marketing, (2) the difference in cognizance between R&D's and marketing's personnel has a direct effect on the level of integration between R&D and marketing, and (3) the R&D/marketing integration has a direct positive effect on the new product performance. Via the priorities of indicators of these latent variables, this study has some further findings: (1) employees' participation in decision marketing, organizational formalization and senior management's emphasis and promotion of R&D/marketing integration are the three critical organizational factors for facilitating R&D/marketing integration, (2) the difference in the duty cognizance is the largest barrier of R&D/marketing integration, and (3) designing user and service manuals, modifying present products and developing new products according to the market's need are the three criticalareas of R&D/marketing integration for successful new product development. |
本系統之摘要資訊系依該期刊論文摘要之資訊為主。