臺灣博碩士論文加值系統

整合產品開發實務對競爭優勢之影響

指導教授：葉焜煌 教授
研 究 生：洪世澤
大同大學事業經營研究所
九十五 學年度碩士論文摘要
新產品開發上市的重大成功，攸關企業營運績效與策略目標的具體實踐，也是確保其在相關產業中永續生存發展的原動力。整合產品開發是開發新產品、系統與服務的一種技法，注重設計、製造、行銷、供應商、顧客與其他涉及新產品開發之主要利害關係人的早期積極參與及協同合作，尋求達成跨機能整合與產品及其相關製造流程的同步開發。
新產品開發所須特別強調之整合實務含「策略管理」、「組織建立」、「流程管制」、「方法導入」、「工具應用」、「供應商參與」及「顧客參與」等做法。本研究探討
這些做法對品質、成本、時間、彈性、服務、創新競爭優勢之影響，以期為新產品開發上市成功引導正確方向。
本研究以國內電機電子、資訊科技、通信產業為主要研究對象，採用便利抽樣，選擇在知名中大型公司從事新產品開發活動的實務主管、專家或資深工程師為問卷調查對象。問卷資料收集係經由電子郵件來進行。
實證資料採用多元迴歸分析探討整合產品開發實務對競爭優勢之影響。依整合產品開發實務被逐步迴歸法選進作為顯著相關預測變數之優先順序得知：整體競爭優勢主要受供應商參與、顧客參與、方法導入與流程管制等變數影響。方法導入及顧客參與對品質與成本皆有顯著相關；流程控制與顧客參與對時間優勢有主導性的影響；供應商參與及顧客參與是彈性優勢之主要決定因素；工具應用、顧客參與及方法導入是強化服務優勢之關鍵因素；而方法導入與組織建立則重點決定創新優勢。
階層迴歸分析結果顯示：在開發不確定性環境中，連結不確定性層級並將風險管理納入流程管制，對整合產品開發與整體競爭優勢關係會產生正面的干擾作用。不確定性層級分別與方法導入、顧客參與及流程管制結合；風險管理則分別與方法導入、供應商參與、流程管制、工具應用及組織建立結合，以促進更優越的品質、成本、時間、彈性、服務與創新等競爭優勢，追求新產品開發更大成功。
總之，整合產品開發實務對競爭優勢具有正面顯著影響，而實施可以處理開發環境不確定性層級與風險管理的方法，將促使競爭優勢經由整合產品開發實務而 更為提升。

ABSTRACT
The great success in new product development (NPD) is vitally concerned with the fulfillment of operational performance and strategic objective for a firm, and is regarded as the motivator to ensure its sustainable survival and progress in related industries. Integrated product development (IPD) is an approach for developing new products focused on early active involvement of design, manufacturing, marketing, suppliers, customers and other key stakeholders involved in NPD, seek to achieve cross-functional integration and concurrent development of a product and its associated manufacturing processes.
The most essential integration practices particularly need to be emphasized for NPD including strategy management, organization establishment, process control, methodology implementation, tool utilization, supplier involvement and customer involvement. This study explores the impact of these practices on competitive advantage (CA) in quality, cost, time, flexibility, service and innovation in attempt to provide correct guidelines for NPD towards great success.
This study resorts to domestic electrical & electronic, information technology and communication industries as major research subjects, and adopt convenience sampling by selecting practicing managers, experts or senior engineers who engaged in NPD activities in well-known companies of medium or large size as questionnaire survey subjects. Questionnaire data collection was undertaken via E-mail.
Empirical data examined with multiple regression analysis to explore the impacts of IPD practices on competitive advantage in quality, cost, time, flexibility, service and innovation. According to priorities of IPD practices selected via stepwise multiple regression method as significant variables for predicting competitive advantage, this study identified that the overall competitive advantage is mainly impacted by supplier involvement, customer involvement, methodology implementation and process control. Methodology implementation and customer involvement have significant impacts on quality and cost; process control and customer involvement have dominant influences on time; supplier involvement and customer involvement are major determinants for flexibility; tool utilization, customer involvement and methodology implementation are critical factors for service; while methodology implementation and organization establishment principally determine innovation.
Hierarchy regression results demonstrate that align with uncertainty levels and incorporate risk management into process control in development uncertainty environments will result in positive moderating effect on the relationship between IPD and competitive advantage.
Uncertainty level is associated with methodology implementation, customer involvement and process control respectively, while risk management is associated with methodology implementation, supplier involvement, process control, tool utilization, and organization establishment respectively, that facilitate superior competitive advantage in quality, cost, time, flexibility, service and innovation to seek for greater success in NPD.
In conclusion, IPD practices have positive and significant impacts on competitive advantage, and implementing approaches that enable to cope with uncertainty levels and risk management of development uncertainty environments will facilitate furthermore enhancement for competitive advantage via IPD practices.

TABLE OF CONTENT
Page
ACKNOWLEDGEMENT..vi
ABSTRACT IN ENGLISH..ii
ABSTRACT IN CHINESE.x
LIST OF TABLES....xii
LIST OF FIGURES.....xiv
Chapter
1. INTRODUCTION.....1
1.1 Research Background and Motivation...1
1.2 Research Questions...2
1.3 Research Objectives ...4
1.4 Thesis Outlines... 5
2. LITERATURE REVIEW....6
2.1 Definition of Integrated Product Development......7
2.2 Competitive Advantage.......33
2.3 The Impact of IPD Practices on Competitive advantage....38
2.4 Moderating Effect of Development Uncertainty and Risk.....40
3. RESEARCH METHODOLOGY....42
3.1 Research Framework.......42
3.2 Research Hypotheses.....43
3.3 Measurement of Variables.........43
3.4 Research Subjects and Data Collection 46
3.5 Analysis Method....48
4. DATA ANALYSIS AND DISCUSSION.. 50
4.1 Description of Data..52
4.2 Results of Reliability Analysis.55
4.3 Results of Validity Analysis.....57
4.4 Results of Regression Analysis......58
4.5 Results of Hypotheses Test.....61
4.6 General Discussion and Managerial Implications..63
5. CONCLUSIONS AND SUGGESTIONS.......69
5.1 Conclusions........69
5.2 Suggestions.......71
5.3 Research Limitations.......72
BIBLIORGRAPHY.......73
APPENDIX.. 77
VITA.....83

BIBLIOGRAPHY
Aaker, D. A., Strategic Market Management 7th ed., NY: John Wiley & Sons Inc., 1998.
Agrawal, Ankush, “Critical Success Factor and Metrics for New Product Development,” ProQuest, Digital Dissertation, (2003): 1–24.
Akgun Ali E., Gary S. Lynn, and Jon C. Byrne, “Taking the Guesswork out of New Product Development,” Journal of Business Strategy 25 (4) (2004): 41- 46.
Astebro, T., “Key Success Factor for Technological Entrepreneurs’ R&D Projects,” IEEE Transaction Engineering Management 51 (3) (2004): 314–321.
Atkinson, Anthony A., Banker Rajiv D., Kaplan Robert, and S. Mark Young, Management Accounting, 3rd ed., New Jersey: Prentice Hall International, Inc., 2001.
Balachandra, R. and J. Friar, “Factors for Success in R&D Projects and New Product Innovation: A Contextual Framework,” IEEE Trans. Eng. Manage. 44, (1997): 276–287.
Besanko D., D. Dranove, M. Shanley, and S. Schanefer, Economics of Strategy, 3rd ed.,
USA: John Wiley & Sons, Inc., 2004.
Brown,S. L. and K. M. Eisenhardt, “Product Development: Past Research, Present Findings and Future Directions,” Acad. Manage. 20 (2) (1995): 343–78.
Chang, S. S., S. P. Chang, and S. J. Lin, SPSS for Windows, Taipei: Song-Kan, 1993.
Chiou, H. C., Quantitative Research and Statistical Analysis in Social & Behavioral Science, 2nd ed., Taipei: Wu-Nan, 2002.
Chou, Wen-Hsien and Chia-Li Lin, New Product Development and Management, 1st ed., Taipei: Hwa-Tai, 2001.
Cooper, R. G. “An Empirically Derived New Product Project Selection Model,” IEEE Trans. Eng. Manage. 28, (1981): 54–61.
Cooper, R. G., “Third Generation New Product Process,” Journal of Product Innovation Management 11 (1) (1994): 3–14.
Cooper, R. G. and E. J. Kleinschmidt, “Benchmarking the Firm’s Critical Success Factors in New Product Development,” Journal of Product Innovation Management. (1995): 374–391.
Cooper, R. G., “Product Innovation and Technology Strategy,” Research Technology Management 43, (2000): 38–41.
Crawford, C. M.,“Protocol: New Tool for Product Innovation,” Journal of Product Innovation Management 2, (1984): 85–91.
Daniels, John D., Lee H. Radebaugh, and Daniel P. Sullivan, Globalization and Business, 1st ed., Upper Saddle River, New Jersey: Prentice Hall, 2002.
Ernst, H., “Success Factors of New Product Development: A Review of the Empirical Literature,” International Journal of Management Reviews 4 (1) (2002):1–40.
Gerwin, D., and N. J. Barrowman, “An Evaluation of Research on Integrated Product Development,” Management Science 48 (7) (2002): 938–953.
Grant, Kevin P and S. Pennypacker, “Project Management Maturity: An Assessment of Project Management Capabilities among and between Selected Industries,” IEEE Transaction Engineering Management 53 (1) (2006): 59–67.
Graves, Stephen C. and Brian T. Tomlin, “Process Flexibility in Supply Chains,” Management Science 49 (7) (2003): 907-919.
Griffin, A. and A. L. Page, “An Interim Report on Measuring Product Development Success and Failure,” Journal of Product Innovation Management 9 (1) (1993): 291–308.
Griffin, Abbie, “PDMA Research on New Product Development Practices: Updating Trends and Benchmarking Best Practices,” Journal of Product Innovation Management 14, (1997): 429–458.
Harmsen, H., K. G. Grunert, and K. Bove, “Company Competencies as a Network: The Role of Product Development,” Journal of Product Innovation Management 17, (2000): 194–207.
Handfield, Robert B. and C. Bechtel, “The Role of Trust and Relationship Structure in
Improving Supply Chain Responsiveness,” Industrial Marketing Management 31 (4)
(2002): 367-382.
Henard, D. H. and D. M. Szymanski, “Why Some New Products Are More Successful Than Others,” Journal Marketing Research 38, (2001): 362–375.
Hong, Paul, Mark A. Vonderembse, William J. Doll, and Abraham Y. Nahm, “Role change of design engineers in Product Development,” Journal of operations Management 24, (2005):63-79.
Khalil, Tarek M., Management of Technology: The key to Competitiveness and Wealth Creation, International Edition 2000, Singapore：McGraw-Hill Co., 2000.
Koufteros, A. X., M. A. Vonderembse, and W. J. Doll, “Concurrent Engineering and Its
Consequences,” Journal of Operations Management 19, (2001): 97–115.
Koufteros, A. X., M. A. Vonderembse, and W. J. Doll, “Integrated Product Development
Practices and Competitive Capabilities: The Effect of Uncertainty, Equivocality, and
Platform Strategy,” Journal of Operations Management 20(2002a): 331–355.
Koufteros, A. X., M. A. Vonderembse, and W. J. Doll, “Examining the Competitive
Capabilities of Manufacturing Firms Structural Equation Modeling: A Multidisciplinary,” Journal of Operations Management 9 (2) (2002b):256–282.
Koufteros, A. X., M. A. Vonderembse, and Jayanth Jayaram, “Internal and External Integration for Product Development: The Contingency Effects of Uncertainty, Equivocality, and Platform Strategy,” Decision Sciences 36 (1) (2005):97–133.
Krajewski, Lee J. and Larry P. Ritzman, Operations Management: Processes and Value
Chains, 7th ed., Upper Saddle River, New Jersey: Prentice Hall, 2005.
Kuczmarkski, Thomas D. “What Is Innovation? Art of Welcome Risk,” Journal of Product Consumer Marketing 5, (1996):7–11
Langerak, Fred and Erik Jan Hultink, “The Impact of New Product Development Acceleration Approaches on Speed and Profitability: Lessons for Pioneers and Fast Followers,” IEEE Transaction Engineering Management 52 (1) (2005):30-42.
Laseter, T. and K. Ramdas, “Product Types and Supplier Roles in Product Development: An Exploratory Analysis,” IEEE Transactions on Engineering Management 49 (2) (2002): 107-121.
Lilly, Bryan and Thomas Porter, “Improvement Reviews in New Product Development,” R&D Management 33 (3) (2003): 286-296.
Liberatore, M. J. and G. J. Titus, “The Practice of Management Science in R&D Project Management,” Management Science 29, (1983): 962-974.
Montoya-Weiss, M. M. and R. J. Calantone, “Determinants of New Product Performance: A Review and Meta Analysis,” Journal of Product Innovation Management 11, no.5 (Nov. 1994): 397–417.
Nellore, Rajesh and R. Balachandra, “Factors Influencing Success in Integrated Product Development (IPD) Projects,” IEEE Transaction Engineering Management 48 (2) (2001): 164-173.
Nunnally, J. C. and I. H. Bernstein, Psychometric Theory, 3rd ed., New York: McGraw-Hill, 1994.
Petersen, Kenneth J., R. B. Handfield, and G. L. Ragatz, “A Model of Supplier Integration in New Product Development,” Journal of Product Innovation Management 20, (2003): 284–299.
Petersen, Kenneth J., Robert B. Handfield, and Gary L. Ragatz, “Supplier Integration into New Product Development: Coordinating Product, Process and Supply Chain Design,” Journal Operations Management 23, (2005): 371–388.
Rauniar, Rupak, “Knowledge Integration in Integrated Product Development: The Role of Team Vision, Mutual Trust, and Mutual Influence on Shared Knowledge in Product Development Performance,” ProQuest, Digital Dissertation, (May, 2005): 1–24.
Sherman, J. Daniel, “Optimal Modes and Levels of Integration, and the Identification of Cross-Functional Coordination Deficiencies in Concurrent Engineering,” IEEE Transactions on Engineering Management 51 (3) (2004): 268-278.
Souder, W. E.,“Utility and Perceived Acceptability of R&D Project Selection Models,” Managemen. Science 19, (1973): 1384–94.
Walleigh, Richard, “Product Design for Low-Cost Manufacturing,” The Journal of Business Strategy, (July/August 1989): 37- 41.
Yan, Pingtao, ChuZho Meng, and Donald Sebastian, “An Integrated Product and Process Development Methodology: Concept formulation,” Robotics and Computer Integrated Manufacturing 15, (1999): 201-210.
Zopounidis, C., “Venture Capital Modeling: Evaluation Criteria for the Appraisal of Investment,” The Financier ACMT 1, (1994): 54–64.
Zikmund, William G., Business Research Methods, 7th ed., USA: South –Western, 2003.