| Summary: | 碩士 === 國立臺南大學 === 機電系統工程研究所產碩專班 === 99 === With a variety of products gradually tending towards a shortened life cycle, high-tech companies must consider ways to reduce both the use of resources and the time to market as well as creating the greatest profits. It is broadly realized that design service is a highly interdependent process in new product development but efforts to empirically model the interdependence and examine its effect on firm performance are still limited. Our study fills in this research gap. Together supplier involvement, customer involvement, cross-functional involvement, collaborative strategies, and innovation efforts inform successful design services in benchmarking companies. The present research proposes a collaborative-enabled design service model. Using responses collected from 46 NPD managers, we found empirical evidence for collaborative strategies and its differential impact on innovation efforts and design service performance. The results howed that employees in high-tech industries indicate that supplier involvement, customer involvement, cross-functional involvement, have a
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significant influence in the domain of collaborative practices and are likely to lead to design service success. The findings has confirmed that collaborative strategies and innovation efforts is positively associated with design service performance, and further reveal that cross-functional involvement and innovation efforts have a greater influence on design service performance than other factors. Overall, this research has contributed and proposed a conceptual model of design service for different industries. This model is successful because it is able to support enterprises’ management and resource planning activities during the early stages of product development. This will lead to the creation of innovative business models with value co-creation.
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