臺灣博碩士論文加值系統

　　快速發展的科技與高度競爭的全球市場，突顯新產品開發在企業永續經營上的重要地位。新產品開發創造市場競爭優勢並且提供廠商存活的機會。釵h文獻指出新產品開發的成功關鍵因素(KSFs)對於研發成果的成敗具有決定性的影響。可以用來探索關鍵成功因素與成果之間的因果關聯以及創造成功機會的NPD 策略，包括回歸分析法(RA)、組態比較分析法(CCA)、質性比較分析法(QCA)、模糊質性比較分析法(Fuzzy Set QCA)與粗集合理論(RST)。
　　本論文主要的目的在於探索關鍵成功因素與NPD 成功結果之間的關聯性，將如何有效促進公司整體的利益。於是本論文建構由模糊質性比較法(f/s QCA)衍伸而來的
關鍵成功因素法(Key Success Paths Approach)。成功關鍵路徑法是探索關鍵成功因素組合與其特定研發成果因果關聯的重要方法論。
由特定各層級績效表現的全部關鍵成功因素組合，將引導NPD 邁向成功的成果。當特定的關鍵成功因素與成功的NPD 成果所形成的組合，稱之為關鍵成斥纁|(Key Success Paths, KSPs)；而特定關鍵成功因素與失敗的NPD 成果所形成的組合，則稱之為關鍵失敗路徑(Key Failure Paths, KFPs)。關鍵成功或失敗路徑是引領新產品策略邁向良好績效表現的重要指引方針，例如市場、社區或顧客關係管理。
　　本論文進一步以實務研究法驗證KSPs 方法的可行性與再現性。利用問卷訪談國內製造業者與專家，蒐集到537 個NPD 案例。根據資料分析與研究，得出42條成功關鍵路徑(KSPs)與197 條關鍵失敗路徑(KFPs)。基於關鍵路徑，本論文提出若干論述：1.) 存在一條以上的關鍵成功或失敗路徑。換言之，”條條大路通羅馬”。 2.)根據實務研究得知，NPD 想要得到成功的結果，六項關鍵成功因素之中，必須至少要有兩項以上績效表現達到高水準，以及其他項目維持中等以上的水準。3.) 只要有一項關鍵成功因素的績效表現是低水準，即便其他項目達到中等水準，NPD將呈現失敗結果。4.) 沒有任何一項特定關鍵成功因素是達成關鍵成功路徑或失敗路徑的必要因素。5.) 部分特定關鍵成功或失敗路徑是由某些特定的關鍵成功因素組合而成。這些論述提醒企業必須藉由路徑慎選與監控關鍵成功因素及其績效表現。
最後本論文提出兩階段調整程序，分別在短期與長期間逆轉勝，由關鍵失敗路徑轉換為成功路徑。在短期中，只要將關鍵失敗路徑中的兩至三項關鍵成功因素的績效向上提高一個層級，將有19 調關鍵失敗路徑可以轉換為5 條短期關鍵成功路徑；同樣在長期中，只要將這5 短期關鍵成功路徑中的兩至三項關鍵成功因素的績效向上提高一個層級，將可以轉換為14 條長期關鍵成功路徑。
本論文對於學術的貢獻有四項：第一，建構關鍵成功路徑法，以探索策略管理關鍵成功因素與特定成果之間的關聯性；第二，辨識關鍵成斥纁|，以確保策略的成央F
第三， 辨識關鍵失敗路徑，謹防誤觸失敗路徑，防止並消除有限資源分配錯誤的風險。最後，提出兩階段調整程序以避免危機、提升企業的整體利益。

ABSTRACT
Highly developed technology and a highly competitive global market highlight the important role of new product development (NPD) in sustainable company operation. Only through continuous new product development can companies create competitive market advantage and improve chances for survival. Literature indicates that the success and failure of NPD are affected by key success factors (KSFs), such as the support and commitment of senior managers, resource spending, excellent NPD processes, synergy and strategy focus, outstanding cross-team work, and well-communicated mechanisms. Scholars use regression analysis method, configuration comparison analysis method (CCA), qualitative comparison analysis method (QCA), fuzzy set qualitative comparison analysis (f/s QCA), and rough set theory (RST) to explore the relationships among KSFs and NPD outcomes as well as create NPD strategies that improve success opportunities.
The main purpose of this paper is to explore the relationships among KSFs and specific success outcomes for strategy management that can promote overall business benefits. This paper, therefore, explores and constructs the key success paths (KSPs) approach based on f/s QCA. The KSPs Approach provides the methodology to explore the strong explanatory power relationships among the KSFs and their specific successful outcomes.
Combining these relationships with the entire KSF in various specific performance levels lead to specific successful outcomes. Such relationships between KSFs and successful outcomes are called KSPs, and the relationships among KSFs and failed outcomes are called key failure paths (KFPs). Success or failure paths are important guidelines that lead strategy management to well-performed outcomes, such as market, community development, or customer relationship strategy management.
The paper uses empirical study to verify the feasibility and reproducibility of KSPs approach. Questionnaire surveys and expert interviews are used to collect data from 537 manufacturing industry domestic respondents. This paper proposes arguments based on explored 42 KSPs and 197 KFPs. 1.) There is more than one KSP/KFP. In other words, “all roads lead to Rome.” 2.) Among the six KSFs in the empirical study, there are at least three high-performance levels, and other performances should be within intermediate levels or more to reach success outcomes. 3.) As long as there is one low-performance level, the performance level of the others in the intermediate level or less tend to result in failure. 4.) No specific key success factor is necessary in either success or failure paths. 5.) A part of specific success/failure paths is combined with specific KSFs in various performance levels. These statements argue that the company must carefully select and monitor cautiously the causal relationship as well as handle and control the performance levels of KSFs.
Finally, a two-stage adjustment process in the short and long-run periods of NPD is proposed to transform failure into success. After upgrading the performance level of 2 or 3 KSF items, 19 KFPs transform into 5 short-run KSPs in short run period; and these 5 short-run KSPs transform into 14 long-run KSPs in long run period.
This paper has a three-fold contribution to academic research: first, it constructs the KSP Approach so as to explore the relationships among KSFs and specific outcomes of strategic management; second, it identifies KSPs that help ensure the success of strategy management; and third, it identifies causal relationships for KFPs so as to avoid mistakes and eliminate the risk of allocating limited resources; and finally, to propose a two-stage adjusting process in short and long-run NPD period to avoid crisis and promote overall benefits of the business.

CONTENTS
致謝詞（ACKNOWLEDGEMENT） I
摘要 II
ABSTRACT IV
CHAPTER 1 INTRODUCTION 1
1.1 RESEARCH MOTIVATION 1
1.2 RESEARCH OBJECTIVES 3
1.3 RESEARCH FLOW 5
CHAPTER 2 LITERATURE REVIEW 7
2.1 NEW PRODUCT DEVELOPMENT PROCESS 7
2.2 KEY SUCCESS FACTORS (KSFS) 10
2.3 NEW PRODUCT DEVELOPMENT (NPD) PERFORMANCE 15
2.4 RELATIONSHIP BETWEEN KSFS AND NPD PERFORMANCE 19
2.5 REGRESSION ANALYSIS METHOD 24
2.6 CONFIGURATION COMPARATIVE ANALYSIS (CCA) METHOD 27
2.7 QUALITATIVE COMPARATIVE ANALYSIS (QCA) METHOD 31
2.8 FUZZY SET QUALITATIVE COMPARATIVE ANALYSIS (FS QCA) METHOD 34
2.9 ROUGH SET THEORY 44
CHAPTER 3 KEY SUCCESS PATHS APPROACH 53
3.1 SELECT AND DEFINE KEY SUCCESS FACTORS (KSFS) 55
3.2 DATA COLLECTION 55
3.3 SET UP FUZZY RANGE SCOPE 56
3.4 CALCULATE MEMBERSHIP SCORES 57
3.5 CONVERT INTO TRUTH TABLE 58
3.6 CALCULATE CONSISTENCY AND COVERAGE VALUE 59
3.7 KEY SUCCESS PATHS AND KEY FAILURE PATHS (KSPS AND KFPS) 62
3.8 ARGUMENTS OF KEY SUCCESS PATHS APPROACH 64
3.9 TWO-STAGE NPD ADJUSTMENT PROCESS 66
CHAPTER 4 EMPIRICAL STUDY AND FINDINGS 72
4.1 SELECT AND DEFINING KEY SUCCESS FACTORS (KSFS) 72
4.2 DATA COLLECTION 76
4.3 SET UP FUZZY RANGE SCOPE 76
4.4 CALCULATE MEMBERSHIP SCORES 77
4.5 FUZZY TRUTH TABLE WITH CONSISTENCY VALUE 79
4.6 KEY SUCCESS PATHS AND KEY FAILURE PATHS 80
4.7 ARGUMENTS VERIFICATION 84
4.8 TWO-STAGE ADJUSTMENT PROCESS OF NPD STRATEGY 97
4.9 SUMMARY IN EMPIRICAL STUDY 109
CHAPTER 5 CONCLUSION AND DISCUSSION 111
5.1 CONCLUSION 111
5.2 LIMITATIONS AND DISCUSSION 114
REFERENCE 116

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