The Effect of Power Structure in the New Product Development Teams on New Product Development Performance: The External Control Perspective

• Main Author: 張家揚
• Other Authors: Bei, Lien Ti
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/95ta3s

博士 === 國立政治大學 === 企業管理研究所 === 102 === 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.