| Summary: | 博士 === 中國文化大學 === 國際企業管理學系 === 105 === One of the key factors to assure the survival of a firm is its capacity to create and develop new ideas and products in order to cope with customer’s needs. Due to the globalization of the market and the systematic change of technology, the successful development of new products shall determine the success of the firm. Therefore, innovation and creativity are required for new product development (NPD) to enable firms in building a strong competitive advantage and provide more business opportunities. However, the previous studies’ findings which are related to the influence of innovation and creativity on new product success remain inconclusive. The reasons of the conflicting of result are varied. One of the arguments suggests that there should have been some mediators to mediate the influence of innovation-orientation on NPD performance which have been neglected in the current literature. To maneuver the success of NPD, this study draws on the valuable insights of the Resource-based View, the Knowledge-based View, Organizational Support Theory, Configuration Theory, Information Processing Theory, Organizational Learning Perspective, Social Capital Theory. Furthermore, it builds up a framework based on the vast literature related to innovation-orientation in order to explore the mediating roles of team reflexivity, team information-processing, and team creativity on NPD performance.
Precisely, this study firstly attempts to find out the main antecedents of team creativity. Then, it intends to examine mediation effects of team creativity, team information-processing, and team reflexivity on the influences of innovation-orientation and NPD performance. Thirdly, the relationships among team information-processing, team reflexivity, team creativity, and NPD performance are also examined. Fourthly, by employing a contingency perspective, the moderating effect of trust and strong tie on the relationships between team creativity and NPD performance and team reflexivity on team creativity are also examined respectively.
With the aim to confirm the appropriateness of the proposed framework, a self-administered survey is performed to empirically validate the framework. The data are collected from 256 NPD team members and further analyzed by the Partial Least Squares (PLS) approach. The results demonstrate that innovation-orientation is not related to NPD performance. Moreover, team information-processing, team reflexivity, and team creativity are shown to be three relevant mediators which fully mediate the effects of innovation orientation on NPD performance. Furthermore, the results highlight the importance of innovation-orientation, team reflexivity, and team information-processing as the main drivers of team creativity. The results also indicate that team information-processing is a main driver to enhance the reflexivity among team members. Regarding to the moderating effects of trust and strong tie, this study shows that a strong tie can intensify the effect of team reflexivity on NPD performance. In the same manner, trust can strengthen the effect of team reflexivity on NPD performance, as well as the effect of team creativity on NPD performance.
Since previous studies do not provide conclusive findings regarding the relationship between innovation-orientation and NPD performance, the research findings extend the understanding about three mediation-mechanisms which fully mediate the aforementioned relationship. This study represents an important starting point for scholars to employ innovation-orientation as the organizational learning structure which may benefit NPD performance through team information-processing, team reflexivity, and team creativity. Therefore, academicians can further validate other mediation-mechanisms to explain the missing links between innovation and NPD performance. At the end, yet not the least important, the results can provide additional insights for the managers to decide on the best practices in order to enhance NPD performance.
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