Exploring the Impact of Organization Mechanisms on Solving NPD Project’s Front-End Fuzziness

[[abstract]]摘要 因應快速推出更好品質的產品需求，企業對於新產品開發前端管理的改善愈 形殷切，近年來釵h學者提出產品創意的產生與管理活動引領著整個產品開發流 程後續一連串活動的進行，然而此一階段卻仍存在著釵h不確定性因素有待解決 與釐清。因此，本研究探討（1）組織哪些因素有助於提升新產品前端績效？（2） 前端模糊性如何影響這些組織因素與前端管理績效的關係？並提出組織創新文 化、組織市場導向的知識系統以及組織策略資源配適性三個機制，以台灣66 家上 市櫃資訊電子廠商之新產品開發專案為實證對象，研究結果發現：（1）競爭者模 糊性並不影響此三者機制對前端績效的關係；（2）技術模糊性正向影響組織創新 文化對前端績效的關係；（3）顧客模糊性負向影響市場導向知識系統及組織策略 資源配適性二機制對前端品質績效的關係；（4）技術模糊性正向影響市場導向知 識系統及組織策略資源配適性二機制對前端速度績效的關係。公司對新產品前端 模糊性應該加以釐清與解決，本研究結果提供企業評估前端管理機制與專案前端 模糊性，審慎評估其影響，進而改善前端開發績效。[[abstract]]Abstract Nowadays firms are eager to improve the management of front-end activities in new product development (NPD) for faster launching better products to cater to customers’ need Although many scholars agree that fuzzy front-end (FFE) in NPD is critical in smoothing a way for the following project activities managerial practices in this stage still remains vague This thesis attempts to discuss two questions as follows First what organization mechanisms help to improve NPD project’s front-end performance? Second how the project’s front-end fuzziness affects the relationship between these mechanisms and front-end performance? This research proposes organization mechanisms that are critical in NPD projects are innovation culture market-oriented knowledge system and strategy and resource fitness After surveying 66 projects in IT industry we found the following empirical results (1) Competitor fuzziness does not moderate the relationship between three organization mechanisms and front-end performance (2) Technology fuzziness positively moderates the relationship between innovation culture and front-end performance (3) Customer fuzziness negatively moderates the relationship between market-oriented knowledge system and strategy and resource fitness and front-end quality performance (4) Technology fuzziness positively moderates the relationship between market-oriented knowledge system and strategy and resource fitness and front-end speed performanc