臺灣博碩士論文加值系統

摘要
在新產品開發領域中，相關研究均強調組織中功能間整合的重要性，自1960年代以後，學者們更提倡以跨功能團隊模式進行新產品開發工作，將有助於部門整合與新產品成功。對於從事新產品開發的組織而言，行銷與研發人員同屬組織的核心人力，因此，如何促使這兩種功能人員有效合作，已成為現今企業所面臨的重要管理議題。然而，在提倡功能整合的風潮中，相關文獻鮮少討論整合活動是否會對組織造成某些負面影響。基於此，本研究遵循新產品開發的研究脈絡，以跨功能團隊作為研究對象，一方面試圖探討在跨功能團隊中，行銷與研發人員的介入行為是否會影響功能間的衝突程度；另一方面，亦同時分析新產品開發階段與團隊領導人的正式職權，是否對介入與衝突之間的關係產生調節效果。本研究以天下雜誌所公佈之全國1000大製造業公司為樣本母體，經獲得103份有效問卷之後，我們採用層級迴歸方法進行實證分析，結果發現：1.在跨功能團隊中，當研發與行銷人員的介入程度越高時，越容易引發雙方之間的衝突。2.介入與衝突之間的正向顯著關係，會隨跨功能團隊所處的新產品開發階段而有所不同。例如，在新產品開發的發展階段，介入與衝突之間的正向顯著關係低於規劃階段。3.團隊領導人的正式職權，對介入與衝突之間的關係沒有顯著影響。
關鍵詞：新產品開發跨功能團隊、介入、衝突、新產品開發階段、正式職權。

ABSTRACT
In new product development（NPD） research area, most related literature highlighted the importance of functional integration. After 1960s’, researchers further proposed that using cross-functional teams to implement new product development works, will improve functional integration and the performance of new products. However, by reviewing previous literatures, there is seldom study discussed the negative effects by integrating activities. Cause of that, this study followed the research stream of NPD, tried to find the direct effect between marketing and R&D personnel’s involvement behavior and functional conflicts. Besides, we also considered weather new product development stages and team leader’s authority play the moderate role of involvement-conflicts relation. After collecting 103 usable questionnaires, we used hierarchical regression for analyzing. Results indicated that： 1. There is a positive significant relation between involvement and conflicts. 2. The relation between involvement and conflicts will moderate by NPD stages. For example, at NPD development stage, the positive significant relation between involvement and conflicts is less than planning stage. 3. PMs’ authority level will not effect the positive significant relation between involvement and conflicts.
Key words：Cross-Functional Teams, Involvement, Conflicts, NPD Stages, Authority.

目錄
第一章、緒論
第一節 研究背景…………………………………………………1
第二節 研究動機……………………………………………….3
第三節 研究問題……………………………………………….5
第四節 研究目的……………………………………………….6
第五節 研究範圍……………………………………………….6
第二章、文獻探討
第一節 主流學派與跨功能團隊……………………………………8
第二節 介入….……………………………………………………12
第三節 衝突….……………………………………………………15
第四節 新產品開發階段與ＰＭ的協調機制……….……………20
第五節 文獻評論…………………………………….……………29
第三章、研究方法
第一節 研究架構…………………………………………………31
第二節 研究假說…………………………………………………32
第三節 問卷設計…………….……………………………………38
第四節 變項衡量………………………………………………….41
第五節 受試樣本選擇與問卷發放……………………….………48
第六節 量表的信度與效度…………………………….…………51
第七節 資料分析方法…………………………………………….52
第四章、分析與討論
第一節 分析……………………………………………………….54
第二節 討論……………………………………………………….69
第五章、結論與管理意涵
第一節 結論……………………………………………………74
第二節 管理意涵與建議…………………………………………77
第三節 研究限制………………………………………………80
第四節 未來研究方向…………………………………………80
參考文獻……………………………………………………………...83
附錄………………………………………………………………………88
表目錄
表2-1、主流學派介紹………………………………………………...10
表2-2、新產品開發階段………………………………………… … .21
表3-1、三階段模式與19項開發活動…………………………… . ..40
表3-2、編修後之介入量表…………………………………………...44
表3-3、量表來源彙整表……………………………………………...46
表3-4、問卷回收情形………………………………………………...50
表3-5、各名義尺度變項之次數分佈狀況…………………………...50
表3-6、各量表之信度分析…………………………………………...51
表4-1、各連續變項之平均數、標準差與相關係數………………...54
表4-2、介入事項與程度之排序表…………………………………...57
表4-3、ANOVA變異數分析結果-團隊規模與衝突程度…………...59
表4-4、ANOVA變異數分析結果-製造業分業與衝突程度………...59
表4-5、ANOVA變異數分析結果-產品新穎程度與衝突程度……...60
表4-6、簡單線性迴歸分析結果-規劃階段…………………………..61
表4-7、簡單線性迴歸分析結果-發展階段…………………………..61
表4-8、簡單線性迴歸分析結果-商業化階段………………………..61
表4-9、介入與PM正式職權的層級迴歸分析結果………………....63
表4-10、介入與新產品開發階段的層級迴歸分析結果……………..64
表4-11、分析結果彙整表……………………………………………..68
圖目錄
圖1、研究架構………………………………………………………..31

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