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研究生:盧煜煬
研究生(外文):Louis Yu-Yang Lu
論文名稱:台灣資訊科技產業之新產品開發─研發與行銷之合作
論文名稱(外文):New Product Development in Taiwan''s IT Industry: The Cooperation between R&D and Marketing
指導教授:楊千楊千引用關係
指導教授(外文):Chyan Yang
學位類別:博士
校院名稱:國立交通大學
系所名稱:經營管理研究所
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2003
畢業學年度:92
語文別:英文
論文頁數:80
中文關鍵詞:新產品開發流程研發與行銷之合作認知創新策略台灣IT產業
外文關鍵詞:new product development processR&D and marketing cooperationperceptioninnovation strategyTaiwanIT industryNPD
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台灣資訊科技(Information Technology; IT)產業的發展雖然僅有二十幾年的時間,但是卻有極為輝煌的成就,許多產品的全球市場佔有率均超過一半。這樣傑出的成功經驗,值得加以研究並記錄之,以做為其他產業或國家之參考。
首先,對台灣IT產業的新產品開發(New Product Development; NPD)流程做一深入調查,找出最被普遍採用的NPD流程。然後,針對研發與行銷合作和NPD績效間的關係,進行兩個實證分析。一個以宏觀面來探討影響研發與行銷合作的相關因素,包括無形的認知與有形的整合機制;另一個以微觀面來探討研發與行銷合作的認知程度與實踐程度之間的關係,進而研究其對NPD績效之影響。研究對象為台灣IT產業上市、上櫃公司的研發與行銷主管,以深度訪談及問卷調查的方式,蒐集多方意見並分析之。
本研究結果如下:其一,無形的認知比有形的整合機制對研發與行銷合作的影響更為重大。認知程度愈高的NPD團隊,其實際合作程度也愈高,進而有更高的NPD績效。其二,主管的經驗與NPD績效具有顯著的相關性。其三,公司可善用最新發展的資訊通信科技(information communication technology; ICT)來補無法同地辦公之不足。其四,在有形的整合機制中,標準的新產品開發流程對研發與行銷合作的影響最大,因為它能減少不同部門間的爭議。其五,僅有高程度的認知,並不能保證有高程度的實踐;唯有真正去實踐者,才能獲得較佳的NPD績效。其六,在IT產業中,採用較保守的跟隨者策略,其NPD績效較差。最後,環境的不確定性是目前IT產業的特性,也是公司的一大挑戰。由於產品生命週期愈來愈短,NPD團隊沒有重新設計產品的機會。所以,研發與行銷間更須密切的合作,以便能隨時對技術與市場的改變作出適當的應變,開發出具有競爭力的產品。
Taiwan started its information technology (IT) industry in the 1970s, and although it has been only 20 some odd years since then, the achievements have been quite outstanding. Taiwan-made IT products now dominate the worldwide market in many categories, with more than half of these products having gained over 50% of their respective worldwide market share. Such successful experiences deserve to be documented and lessons can be learned.
This study first identifies a popular NPD process adopted by the majority of Taiwanese IT firms. Two empirical analyses are then performed to examine the NPD activities in Taiwan’s IT industry. One investigates the factors that impact the cooperation between R&D and marketing from a macro view, where intangible perception and tangible integrating mechanisms are the factors to be examined. The other analysis examines from a micro perspective, investigating the relationships between the perceived importance of cooperation and the attained level of cooperation stage by stage. The data are collected from the R&D and marketing managers of IT firms listed on the Taiwan Stock Exchange.
The results are described as follows. First, the intangible perception of cooperation has a stronger impact on R&D-marketing cooperation than any other tangible integrating mechanism. The stronger the perceived importance is, the higher the attained level will be. Second, manager’s experience has been demonstrated to be significantly related to NPD performance. Third, formalization is the most effective tangible mechanism to enhance R&D-marketing cooperation. Fourth, by utilizing the Internet, e-mail, and videoconferencing technologies well, physical separation barriers can be minimized and synergy can be generated. Fifth, merely having a higher level of perceived importance of R&D-marketing cooperation does not necessarily assure that an NPD project will gain a better performance. Only those NPD projects that have effective R&D and marketing cooperation can achieve a higher successful rate. Sixth, firms that adopt a Defender strategy show the worst NPD performance in comparison with firms that adopt a Prospector or an Analyzer strategy. Finally, environmental uncertainty is a big challenge to the IT industry. Due to an extreme short product life, there is little room for an NPD team to re-design new products. R&D and marketing personnel must work closely from the beginning to the end in order to react quickly against technical and market uncertainty.
Table of Contents
Chapter 1 Introduction
1.1 Background of the Research
1.2 Scope and Objectives
1.3 Organization of the Dissertation
Chapter 2 New Product Development Process
2.1 New Product Development Process in Prior Studies
2.2 New Product Development Process in Taiwan’s IT industry
2.2.1 Feasibility Study
2.2.2 Product Planning
2.2.3 Product Design
2.2.4 Prototyping
2.2.5 Pilot Run
2.2.6 Mass Production
Chapter 3 R&D and Marketing Cooperation
3.1 Barriers of R&D-marketing Cooperation
3.1.1 Personality
3.1.2 Ways of Thinking
3.1.3 Language
3.1.4 Responsibility
3.1.5 Geographical Location
3.2 Mechanisms of Enhancing R&D-marketing Cooperation
3.2.1 Co-location
3.2.2 Job Rotation
3.2.3 Informal Social Network
3.2.4 Participative Organizational Structure
3.2.5 Reward System
3.2.6 Formal Integrative Management Process
Chapter 4 Empirical Study
4.1 Research Instrument Development
4.2 Sample and Data Collection
4.3 Measurement
4.3.1 Innovation Strategy
4.3.2 Environmental Uncertainty
4.3.3 Integrating Mechanisms
4.3.4 R&D-marketing Cooperation
4.3.5 NPD Performance
4.3.6 Control Variables
4.4 Reliability and Validity
Chapter 5 Analyses and Results
5.1 Analysis 1: Macro View
5.1.1 Research framework 1
5.1.2 Hypotheses
5.1.2.1 Attained Level of R&D-marketing Cooperation
5.1.2.2 NPD Performance
5.1.3 Results
5.1.3.1 Attained Level of R&D-marketing Cooperation
5.1.3.2 NPD Performance
5.2 Analysis 2: Micro View
5.2.1 Research framework 2
5.2.2 Hypotheses
5.2.2.1 Perceived Importance and Attained Level of R&D-marketing Cooperation
5.2.2.2 The Relationship between R&D-marketing Cooperation and NPD performance
5.2.2.3 The Effects of Innovation Strategy
5.2.2.4 The Effects of Environmental Uncertainty
5.2.3 Results
5.2.3.1 Perceived Importance and Attained Level of cooperation
5.2.3.2 NPD Performance
5.2.3.3 Innovation Strategy
5.2.3.4 Environmental Uncertainty
5.2.3.5 The Moderating Effects
5.2.3.6 R&D and Marketing Personnel’ Perspectives
Chapter 6 Conclusion and Suggestion
6.1 Conclusion
6.2 Managerial Implications
6.3 Limitations
6.4 Suggestions for Future Study
References
Note
Appendix I: Measurement Items in Brief and Their Sources
Appendix II: Questionnaire in Chinese
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