為了在高度競爭的環境中獲得成功,公司必須持續的開發與行銷新的產品,然而新產品的開發往往需要跨部門的參與及合作方能成功。企業在進行跨功能整合時,最常見的方式是由不同部門的成員組成跨功能的研發團隊,或是指定專門人員作為不同部門的聯繫。但是,隨著現代企業面臨日益激烈的競爭環境,只將不同部門成員聯繫在一起已不足以應付新產品開發工作的需要,跨功能合作可能更符合企業在進行新產品開發的需求。因為跨功能合作是一種高密度的跨功能聯繫,尤其表現在各參與人員間互相了解並接受彼此間觀點、目標等不同差異,同時能夠持續地將工作能量集中在組織的共同目標上。 本研究根據社會資本理論,歸納出影響跨功能合作的三個變數,包括互動、觀點取替與信任。並進而探討以上三個變數對跨功能合作的影響,及跨功能合作對新產品開發績效的影響。 本研究以持續進行新產品開發之廠商為研究對象,共寄出200份問卷,回收有效問卷90份,經由統計方法整理分析後,歸納出以下幾點重要的研究發現: 1. 成員間互動對跨功能合作無顯著影響,顯示增加各種溝通管道的使用頻率對跨功能合作並無直接幫助,該結果隱含著互動的質或許比互動的量更為重要。 2. 成員間信任與觀點取替對跨功能合作有正面影響,顯示成員間的信任與觀點取替程度高時,會更願意開放與接納資訊,以解決新產品開發時可能會遇到的問題。 3. 跨功能合作對專案執行績效有正面影響,顯示當跨功能合作程度越高時,對專案開發流程的品質、速度會有正面幫助,且合作的氣氛及對團隊的信心都會提高。 4. 跨功能合作對新產品開發績效有正面影響,顯示當跨功能合作程度越高時,新產品的品質與功能的滿意度會提高,且在成本控制與銷售目標的達成上會有所幫助。
To be successful in the competitive marketplace, companies must continuously develop and market new products. However, interfunctional participation and collaboration are necessary for the success of new product development. For integrating different functional departments, most enterprises adopt cross-functional R&D teams composed of different departmental members, or assign specialized personnel to coordinate activities of different departments. As the modern business environment becoming more and more competitive, only to hold different departmental members together is not enough for the success of new product development. It is necessary to make these members work in a form of interfunctional collaboration in order to fit for the requirements of new product development. In this study, the interfunctional collaboration is regarded as an intensive cross-functional linkage among different departmental members, and a willingness and capacity of participants to understand and accept differences of others while remaining focused on the organization’s common objectives. This research is based on the theory of social capital and selects three variables which are proposed to significantly influence on interfunctional collaboration, including interaction, perspective taking and trust. We studied how those variables influence on interfunctional collaboration, and how interfunctional collaboration influences on the new product development performance. The main research objects are the businesses which devote themselves to new product development continually. We mailed 200 questionnaires to them and received 90 valid questionnaires. After a series of analyses, we summarize several important conclusions as below: 1. The interaction between project members has no significant impact on interfunctional collaboration. It means that to increase the usage of communication channels doesn’t promote the interfunctional collaboration. This result implied that the quality of interaction is more important than the quantity of interaction. 2. The trust and the perspective taking between project members both have positive impacts on interfunctional collaboration. It means that as the members have high levels of trust and perspective taking, they would be willing to expose and accept information to overcome the problems during the new product development. 3. The interfunctional collaboration has a positive impact on the project execution performance. The existence of high levels of interfunctional collaboration is helpful for the quality and the speed of project development processes, and promotes the team’s cooperative atmosphere and confidence. 4. The interfunctional collaboration has a positive impact on the new product development performance. The existence of high levels of interfunctional collaboration helps to promote the quality and the functional satisfaction of new products, and it also supports the cost control and the achievement of selling objectives.
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