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研究生:吳美慧
研究生(外文):Mei-Huei Wu
論文名稱:Partnerselectionimpactoninterorganizationalcoordinationandnewservicedevelopmentsuccess
論文名稱(外文):Partner selection impact on interorganizational coordination and new service development success
指導教授:陳家祥陳家祥引用關係
學位類別:碩士
校院名稱:元智大學
系所名稱:企業管理學系
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:2009
畢業學年度:97
語文別:英文
論文頁數:72
中文關鍵詞:Partner ReliabilityPartner ExpertisePartner ComplementarityPartner CompatibilityInterorganizational CoordinationNew Service Development Success
外文關鍵詞:Partner ReliabilityPartner ExpertisePartner ComplementarityPartner CompatibilityInterorganizational CoordinationNew Service Development Success
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In the past, collaboration has been suggested as effective means to gain advantages in rapidly and high competitive environment. Research emphasizes intraorganizational coordination which provides opportunities to innovation and its important role on new service development. However, empirical studies explore the link between interorganizational coordination and new service development result is scant. As a result, this study examines the relationship between interorganizational coordination and new service development success. Moreover, we also investigate the impact of four partner selection factors, including partner reliability, partner expertise, partner complementarity, and partner compatibility on interorganizational coordination. To examine similarity and difference of sales and marketing planning department, we handed in self-administered questionnaires and sent two pieces to participants of each company in Taiwan financial industry. Respondents were managers worked in the same company, one sales manager and one marketing planning manager. Overall, 122 financial companies participated in the study, providing data of total 244 questionnaires from two departments.
Our research findings indicate that interorgainzational coordination contribute to new service development success. In addition, partner reliability and partner compatibility have effects on interorgainzational coordination. As for partner complementarity, it has effect on interorgainzational coordination only in marketing planning department. Moreover, product-market experience contributes the relationship between interorganizational coordination and new service development success only in sales department. Finally, the implications for managers of financial industry are suggested that firms have to choose appropriate partners possessed reliability, compatibility to foster effective coordination and further emphasize interorganizational coordination to improve the successful rate of new service development in both two departments.
In the past, collaboration has been suggested as effective means to gain advantages in rapidly and high competitive environment. Research emphasizes intraorganizational coordination which provides opportunities to innovation and its important role on new service development. However, empirical studies explore the link between interorganizational coordination and new service development result is scant. As a result, this study examines the relationship between interorganizational coordination and new service development success. Moreover, we also investigate the impact of four partner selection factors, including partner reliability, partner expertise, partner complementarity, and partner compatibility on interorganizational coordination. To examine similarity and difference of sales and marketing planning department, we handed in self-administered questionnaires and sent two pieces to participants of each company in Taiwan financial industry. Respondents were managers worked in the same company, one sales manager and one marketing planning manager. Overall, 122 financial companies participated in the study, providing data of total 244 questionnaires from two departments.
Our research findings indicate that interorgainzational coordination contribute to new service development success. In addition, partner reliability and partner compatibility have effects on interorgainzational coordination. As for partner complementarity, it has effect on interorgainzational coordination only in marketing planning department. Moreover, product-market experience contributes the relationship between interorganizational coordination and new service development success only in sales department. Finally, the implications for managers of financial industry are suggested that firms have to choose appropriate partners possessed reliability, compatibility to foster effective coordination and further emphasize interorganizational coordination to improve the successful rate of new service development in both two departments.
ABSTRACT I
ACKNOWLEDGEMENT III
CONTENTS IV
List of Tables VI
List of Figures VII
Chapter 1 Introduction 1
1.1Research Background and Motivations 1
1.2Research Objective 4
Chapter 2 Literature Review 5
2.1 Research Framework 6
2.2 Interorganizational Coordination 7
2.3 Partner Selection 9
2.3.1 Partner Reliability 11
2.3.2 Partner Expertise 13
2.3.3 Partner Complementarity 15
2.3.4 Partner Compatibility 18
2.4 New Service Development Success 20
2.5 The Moderating Roles of Technological and Product-market Experience 22
Chapter 3 Research Methodology 25
3.1 Instrument Design 25
3.2 Sampling 25
3.3 Data Collection 27
3.4 Operationalization of Constructs 32
Chapter 4 Data Analysis and Results 38
4.1 Sample Demographics 38
4.2 Assessment of measurement model 40
4.2.1 Construct reliability 41
4.2.2 Convergent and discriminant validity 41
4.3 The Structural Model 43
4.3.1 Results for the Direct Effects 43
4.3.2 Results for the Moderating Effects 47
Chapter 5 Discussion and Conclusions 49
5.1 Discussion 50
5.1.1 Paired test of Sales and Marketing Planning Department 50
5.1.2 The effect of partner reliability on interorganizational coordination 51
5.1.3 The effect of partner expertise on interorganizational coordination 52
5.1.4 The effect of partner complementarity on interorganizational coordination 52
5.1.5 The effect of partner compatibility on interorganizational coordination 53
5.1.6 The effect of interorganizational coordination on new service development success 54
5.1.7 The moderating roles of technological and product-market experience 54
5.2 Management implications 56
5.3 Limitations and Future Research 58
Reference: 60
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