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題名 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
貢獻者 別蓮蒂<br>樓永堅
Bei, Lien Ti<br>Lou, Yung Chien
張家揚
關鍵詞 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
上傳時間 1-Oct-2014 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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描述 博士
國立政治大學
企業管理研究所
96355507
102
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0963555071
資料類型 thesis
dc.contributor.advisor 別蓮蒂<br>樓永堅zh_TW
dc.contributor.advisor Bei, Lien Ti<br>Lou, Yung Chienen_US
dc.contributor.author (Authors) 張家揚zh_TW
dc.creator (作者) 張家揚zh_TW
dc.date (日期) 2013en_US
dc.date.accessioned 1-Oct-2014 13:45:32 (UTC+8)-
dc.date.available 1-Oct-2014 13:45:32 (UTC+8)-
dc.date.issued (上傳時間) 1-Oct-2014 13:45:32 (UTC+8)-
dc.identifier (Other Identifiers) G0963555071en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/70338-
dc.description (描述) 博士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 企業管理研究所zh_TW
dc.description (描述) 96355507zh_TW
dc.description (描述) 102zh_TW
dc.description.abstract (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。		zh_TW
dc.description.abstract (摘要) 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.		en_US
dc.description.tableofcontents 表目錄 III
圖目錄 V
中文摘要 VI
Abstract VII
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 5
第二章 文獻探討 7
第一節 新產品發展績效與影響因素 7
第二節 組織外部控制觀點 16
第三節 組織內的權力結構 21
第四節 新產品發展專案內的權力結構與新產品發展績效間之關係 26
第五節 環境不確定性 29
第六節 環境不確定性對權力結構與新產品發展績效之調節效果 31
第七節 新產品發展流程正式化、權力結構與新產品發展績效 38
第三章 研究方法 42
第一節 研究設計 42
第二節 分析方法 49
第四章 分析結果 52
第一節 樣本描述 52
第二節 變數信效度檢驗 59
第三節 描述性統計分析 66
第四節 環境不確定性對權力結構與新產品發展績效關係之調節效果 81
第六節 新產品發展流程正式化對權力結構與新產品發展績效關係之調節效果 87
第七節 討論 89
第五章 結論與建議 95
第一節 研究貢獻與建議 95
第三節 研究限制與未來研究建議 100
參考文獻 103
附錄一：第一階段之問卷 114
附件二：第二階段之問卷 116
附件三：階層群集分析歷史 124

 
表目錄
表2- 1：新產品發展成功之影響因素彙整 10
表2- 1：新產品發展成功之影響因素彙整(續) 11
表2- 1：新產品發展成功之影響因素彙整(續) 13
表2- 2：HININGS 等人 (1974)各功能部門在各議題決策之權力平均數 24
表2- 3：HININGS等人(1974)各功能部門在各議題決策權力之零階相關矩陣 25
表2- 4：新產品發展流程正式化定義、描述統計與信度彙整表 39
表3- 1：新產品發展績效之衡量題項 44
表3- 2：新產品發展專案內行銷與研發之權力結構衡量題項 45
表3- 3：市場與技術不確定性之衡量題項 46
表3- 4：新產品發展流程正式化衡量之題項 47
表3- 5：環境敵對性衡量之題項 48
表4- 1：第一階段與第二階段樣本產業分布 54
表4- 2：公司及專案背景變項描述統計 55
表4- 3：高科技製造業與傳統製造業公司與專案背景比較之差異 56
表4- 4：B2B2C製造業與B2B製造業與專案背景比較之差異 57
表4- 5：各題項之無回應偏誤檢定 58
表4- 6：行銷功能與研發功能之相關係數 59
表4- 7：行銷與研發對新產品發展專案決策議題權力比重差異之成對樣本T檢定 60
表4- 8：兩功能在新產品發展專案中平均權力結構之描述性統計 61
表4- 9：各構念量表之衡量題項與CRONBACH’S Α 62
表4- 10：各構念之組合信度、收斂效度與區別效度 64
表4- 11：經由CFA刪除後各構念量表之衡量題項 65
表4- 12：各構念之敘述統計 67
表4- 13：高科技製造業與傳統製造業主要變數之比較 68
表4- 14：權力結構、新產品發展績效與各控制變數之相關分析 70
表4- 15：各群集在市場與技術不確定性之平均數 71
表4- 16：市場不確定性低技術不確定性高情境下權力結構、新產品發展績效與各控制變數之相關分析 73
表4- 17：市場不確定性高技術不確定性低情境下權力結構、新產品發展績效與各控制變數之相關分析 75
表4- 18：市場不確定性高技術不確定性高情境下權力結構、新產品發展績效與各控制變數之相關分析 77
表4- 19：市場不確定性低技術不確定性低情境下權力結構、新產品發展績效與各控制變數之相關分析 79
表4- 21：市場不確定性高技術不確定性低情境權力結構與新產品發展績效迴歸模式 83
表4- 22：市場不確定性低技術不確定性低情境權力結構與新產品發展績效迴歸模式 84
表4- 23：市場不確定性高技術不確定性高情境權力結構與新產品發展績效迴歸模式 85
表4- 24：市場與技術不確定性雙低及雙高情境下新產品發展專案權力結構與新產品發展績效線性迴歸分析 86
表4- 25：四種情境中新產品發展流程正式化調節權力結構與新產品發展績效關係之迴歸模式 88
表4- 26：研究假說結果彙整 90
圖目錄
圖2- 1：HICKSON等人(1971)組織內決定權力結構之模式 19
圖2- 2：在市場不確定性低但技術不確定性高的情境中權力結構與新產品發展績效之線型 34
圖2- 3：在市場不確定性高但技術不確定性低的情境中權力結構與新產品發展績效之線型 32
圖2- 4：在市場不確定性高且技術不確定性高的情境中權力結構與新產品發展績效之倒U曲線 35
圖2- 5：在市場不確定性低且技術不確定性低的情境中權力結構與新產品發展績效之U型曲線 37
圖2- 6：概念性架構 41
圖4- 1：四組市場與技術不確定性之長條圖 72		zh_TW
dc.format.extent 1260790 bytes-
dc.format.mimetype application/pdf-
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0963555071en_US
dc.subject (關鍵詞) 新產品發展zh_TW
dc.subject (關鍵詞) 權力結構zh_TW
dc.subject (關鍵詞) 環境不確定性zh_TW
dc.subject (關鍵詞) 新產品發展流程正式化zh_TW
dc.subject (關鍵詞) new product developmenten_US
dc.subject (關鍵詞) power structureen_US
dc.subject (關鍵詞) environmental uncertaintyen_US
dc.subject (關鍵詞) NPD formalizationen_US
dc.title (題名) 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zh_TW
dc.title (題名) The Effect of Power Structure in the New Product Development Teams on New Product Development Performance: The External Control Perspectiveen_US
dc.type (資料類型) thesisen
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