Exploring Communication Management Models of New Product Development Project-A Case of A Company

• Main Authors: LIOU, JHAO-MEI, 劉佋美
• Other Authors: CHANG, KUO-PIN
• Format: Others
• Language: zh-TW
• Published: 2019
• Online Access: http://ndltd.ncl.edu.tw/handle/qdx3q2

碩士 === 東海大學 === 工業設計學系碩士在職專班 === 107 === The new product development capability is an important factor that highlights the overall capabilities of the company, consolidates its core values and operational advantages, and contributes significantly to the company's revenue and profit. New product development has unique and highly uncertain characteristics. The literature finds that new product development-oriented organizations, good communication is the most important reason for the success or failure of the project, in which good internal communication can ensure that the team members have the same goal. The success or failure of project communication management is influenced by multi-faceted nature of project type, organizational communication, organizational structure, communication methods, communication environment, team performance, team personality traits, etc. It is a complex and dynamic processing. That affects the overall performance of the project and interlocking with each other. This study uses "A" Group as the research object to discuss the key factors and influence degree of new product project type, communication method and organization communication, and use the different factors by system dynamics. Supplemented by literature research, first-level data collection and in-depth interviews, combined with the concept and method of system dynamics, developed different Causal Feedback Loop to explore key factors and projects for communication management of new product development projects and the relevance of project performance. The research has the following conclusions: 1. Identify project timelines and objectives, 2. Improve information integration and team expression skills, 3. Professional knowledge of team, 4. Using common communication mechanisms, 5. Improve R&D capabilities and independent R&D Technical ability, 6. Attach importance to the feedback of team members and 7. Attach importance to team members' sense of project identity. The research hope to provide Taiwan enterprises with a deeper discussion on the success or failure of project communication management.