新產品發展團隊創造力的前因與後果__臺灣人文及社會科學引文索引資料庫

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題名：	新產品發展團隊創造力的前因與後果
作者：	戴正玲
作者(外文)：	Cheng-Ling Tai
校院名稱：	國立中正大學
系所名稱：	企業管理所
指導教授：	賴其勛何雍慶
學位類別：	博士
出版日期：	2009
主題關鍵詞：	新產品發展團隊；新產品發展團隊創造力；團隊環境；新產品績效；團隊壓力；new product development team；new product development team creativity；team pressure；team environment；new product development performance
原始連結：	連回原系統網址
相關次數：	被引用次數:期刊(0) 博士論文(0) 專書(0) 專書論文(0) 排除自我引用:0 共同引用:0 點閱:24

新產品發展活動的成敗關係著企業的經營績效，因此成為學術及實務界關切的焦點；然而，企業創意的來源及執行處所就是新產品發展團隊，究竟何種因素有利於新產品發展團隊創造力的提升，成為備受關注的議題。
所謂新產品發展團隊（new product development team），指的是組織中的一種
工作團隊，其成員來自不同的工作背景及部門，在特定時間內緊密的合作，以創
造、設計、發展與行銷一個新的產品為其主要目標（Pinto, 2002）；一般而言，新
產品發展團隊之組成份子及工作內容較一般弁鈳〞蠽颽偷ぞ囓B多樣，其成員受
到「團隊環境」及「團隊特性」的影響將更為明顯，之前學者對於「團隊溝通」、
「目標明確性」、「團隊獎酬」等因素影響新產品績效的方向及程度，往往有不同
的見解；同時亦未將「心理學」的理論列入考量，導致前述因素在「團隊創造力」
前因後果中所扮演的角色，仍處於不明的情況。
本文以台灣半導體產業之新產品發展團隊為對象，分析前述因素對於「團隊
創造力」的影響；不同於以往的研究，本文同時以「群體心理學」（group
psychology）及「社會交換理論」（social exchange theory）的觀點切入，因此，
釵h與團隊環境有關的因素如：主管社會支持、團隊社會支持、團隊溝通、目標明確性及團隊獎酬，均為本文探討的內容。文中也加入心理學中所強調的「團隊壓力」因素，試圖釐清前述因素在新產品發展團隊創造力與新產品績效關係中所扮演的角色。
為達上述目的，本文問卷取自相關文獻並做出修正，以符合研究目標，合計共發放問卷1000份，回收有效問卷320份，回收率32％。實證分析的結果共獲得下列結論：一、大部份團隊環境因素對於提升新產品績效及新產品發展團隊創造力均出現顯著的正面作用。二、團隊環境對於團隊壓力出現了正面影響。三、團隊壓力對於新產品發展團隊創造力及新產品績效的影響不是負面的，反而有正面的提升作用。四、新產品發展團隊創造力對於新產品績效有正面的作用。五、團隊壓力在團隊環境因素與新產品績效（及新產品發展團隊創造力間）間扮演中介角色大部份獲得了支持。六、新產品發展團隊創造力在團隊壓力與新產品績效間扮演中介角色獲得支持，而在團隊環境與新產品績效間的中介角色則大部份獲得了支持。
本研究的研究成果，除了能針對上述結論，對高度影響台灣經濟的半導體產業，提供提升績效的建議之外，也對現有的新產品相關研究之中，加入「社會交換理論」及「群體心理學」的觀點以為參考，並且彌補相關文獻在「新產品發展團隊創造力」的不足，同時將心理學中重視的心理因素-「壓力」拓展至新產品發展相關研究領域；因此，將能提供重要的管理及實務意涵。

以文找文

The success of new product development is related to business performance so that the interest in exploring factors impact on it is growing among practitioners and researchers. However, new product development teams are the origin and execution places of business innovation. How to improve new product development teams’ creativity and performance becomes a major issue of concern for business managers.
New product development teams refer to working teams in organizations whose members come from various departments and professions and cooperate together in a specific time period with a goal of innovating, designing, developing and marketing a new product. Because the composition and job attributes of new product development teams are more complicated than most functional departments, the environments and characteristics of these teams may have great influence on their members. Additionally, the degree and the way of some factors such as team communication, goal clarity and team rewards impacting on new product development performance have not been in complete agreement. How they actually affect teams’ creativity and performance is still an open question
This paper takes an example of semiconductor industry in Taiwan and explores the impacts of the above mentioned factors on teams’ creativity and performance. Different from previous studies, this paper views this issue from perspectives on group psychology and social exchange theory. Certain factors related to team environment like leaders’ social support, team members’ social support, team communication, goal clarity and team rewards are all included in this study. Besides, the focus of this paper goes beyond the impacts of those main variables; rather, we also scrutinize the relatively unknown and under-research impact of team pressure and illustrate its role in those relationships.
For this propose, we derive and modify questionnaires from related literature. In detail, a total of 1000 questionnaires were distributed and 320 questionnaires are collected, which is represented as 32% return rate. The results are shown as follows. First, most team environmental factors are positively related to new product development teams’ creativity, team pressure and new product development performance. Second, team pressure is, contrary to our original hypotheses, positively related to new product development teams’ creativity and performance. Third, new product development teams’ creativity is also positively related to team performance. Fourth, the relationships between certain team environmental factors and team creativity, as well as steam performance, are mediated by team pressure. Fifth, the results of the study also provide evidence in support of the mediation hypothesis of team creativity in the relationships between certain team-environment variables and team performance as well as in the relationships between team pressure and team performance.
The results of the study can not only offer useful suggestion for semiconductor industry in Taiwan to improve new product development performance but also extend related literature to various areas and perspectives. It can also fill some of the void in new product team creativity and team pressure so it has important implications for both research and practice.

以文找文

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