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題名:設計/製造整合機制與新產品開發速度關係之研究
作者:曾耀煌
作者(外文):TSENG, YAO-HUANG
校院名稱:國立臺北大學
系所名稱:企業管理學系
指導教授:黃營杉
學位類別:博士
出版日期:2006
主題關鍵詞:整合機制設計/製造合作產品創新度新產品開發Integrative MechanismsDesign-Manufacturing CooperationProduct InnovativenessNew Product Development(NPD)
原始連結:連回原系統網址new window
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隨著經營環境的競爭日益激烈,產品生命週期日益縮短,縮減NPD開發時間已成為企業最重要的課題所在。本研究首先透過文獻回顧探討影響新產品開發速度之因素,文獻指出在新產品開發中,整合的焦點、品質及時機是很重要的因素。本研究根據研究動機推導出研究架構,研究架構的三大研究主題依序是(1)探討設計/製造整合機制、設計/製造合作程度及新產品開發速度之間的關係;(2)探討設計/製造合作程度在設計/製造整合機制與新產品開發速度間扮演的中介效果;(3)探討產品開發階段與產品創新度所扮演的干擾效果。
本研究依據研究架構中所隱含的三個研究主題,透過文獻回顧發展了25個假設。其中與第一個研究主題有關的有11個假設;與第二個研究主題有關的有2個假設;與第三個研究主題有關的有12個假設。本研究透過問卷調查的方式,針對製造業前1000大之公司發出問卷,總共回收145份有效問卷。
從以上三大研究主題,本研究提出下列三點主要結論。第一,組織正式化程度、專案領導者權力、設計/製造輪調頻率及電腦使用頻率會正面影響設計/製造合作程度;高階管理者支持度與專案領導者權力正面影響新產品開發速度;設計/製造合作程度對新產品開發速度有正向效果;第二,設計/製造早期合作程度扮演設計/製造整合機制與新產品開發速度間的中介效果。至於扮演中介效果的強弱順序,依次為工作輪調頻率、電腦使用程度、專案領導者權力、組織正式化程度與高階管理支持度;第三,設計/製造輪調頻率於NPD的早期階段比起後期階段對設計/製造合作程度的影響較大;組織正式化程度於NPD的後期階段比起早期階段對設計/製造合作程度的影響較大;設計/製造早期合作程度比後期合作程度對新產品開發速度有較大的影響力;在高度產品創新專案,增加組織正式化程度可以提升新產品開發速度,但在低度產品創新專案中卻只有較少的效果;在高度產品創新專案,增加設計/製造後期合作程度可以提升新產品開發速度,但是對於低度創新產品則較不具效果。
With more and more intense competition and the shortening product life cycle, it has become the most important issue for the enterprises to shorten their NPD. This study investigates the factors affecting the speed of NPD by reviewing previous literature and finds that the focus, quality, and timing of integration concerning NPD are the important factors. Thus, the purposes of this research are to study (1) the relationships among the design-manufacturing integrative mechanisms (DMIM), the degree of design-manufacturing cooperation (DMC), and the speed of NPD (SNPD); (2) the mediating effects of DMC on the relationship between DMIM and SNPD; (3) the moderating effects of the stage of NPD and product innovativeness on the above relationship.
Twenty-five hypotheses are developed in accordance with the three main themes mentioned above. Among them, eleven hypotheses, two hypotheses, and twelve hypotheses are related to the first, second, and third theme of this study respectively. Questionnaires are mailed to 1,000 biggest Taiwanese manufacturers and received 145 effective respondents.
This study has come into the following conclusions. (1) The degree of organizational formalization, the power of the leader of a project, the frequency of design-manufacturing duty rotation, and the use frequency of computer have positive effects on DMC. The support of top management and the power of the leader of a project have positive effects on the speed of NPD. DMC also has a positive effect on the speed of NPD; (2) Early DMC has a mediating effect on the relationship between DMIM and SNPD. The order of mediating effects are the frequency of duty rotation, degree of computer use, power of the leader of a project, degree of organizational formalization, and the support of top management; (3) The frequency of design-manufacturing duty rotation in the early stage of NPD has more influence on DMC than in the late stage. The degree of organizational formalization in the late stage of NPD has more influence on DMC than in the early stage. DMC in the early stage has more influence on the speed of NPD than in the late stage. For highly innovative projects, the increase of organizational formalization will improve the speed of NPD, but it shows little effect on low innovative projects. The increase of DMC in the late stage will improve the speed of NPD for highly innovative projects rather than for low innovative ones.
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