- 學位論文
Partner selection impact on interorganizational coordination and new service development success
Partner selection impact on interorganizational coordination and new service development success
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摘要
In the past, collaboration has been suggested as effective means to gain advantages in rapidly and high competitive environment. Research emphasizes intraorganizational coordination which provides opportunities to innovation and its important role on new service development. However, empirical studies explore the link between interorganizational coordination and new service development result is scant. As a result, this study examines the relationship between interorganizational coordination and new service development success. Moreover, we also investigate the impact of four partner selection factors, including partner reliability, partner expertise, partner complementarity, and partner compatibility on interorganizational coordination. To examine similarity and difference of sales and marketing planning department, we handed in self-administered questionnaires and sent two pieces to participants of each company in Taiwan financial industry. Respondents were managers worked in the same company, one sales manager and one marketing planning manager. Overall, 122 financial companies participated in the study, providing data of total 244 questionnaires from two departments. Our research findings indicate that interorgainzational coordination contribute to new service development success. In addition, partner reliability and partner compatibility have effects on interorgainzational coordination. As for partner complementarity, it has effect on interorgainzational coordination only in marketing planning department. Moreover, product-market experience contributes the relationship between interorganizational coordination and new service development success only in sales department. Finally, the implications for managers of financial industry are suggested that firms have to choose appropriate partners possessed reliability, compatibility to foster effective coordination and further emphasize interorganizational coordination to improve the successful rate of new service development in both two departments.
並列摘要
In the past, collaboration has been suggested as effective means to gain advantages in rapidly and high competitive environment. Research emphasizes intraorganizational coordination which provides opportunities to innovation and its important role on new service development. However, empirical studies explore the link between interorganizational coordination and new service development result is scant. As a result, this study examines the relationship between interorganizational coordination and new service development success. Moreover, we also investigate the impact of four partner selection factors, including partner reliability, partner expertise, partner complementarity, and partner compatibility on interorganizational coordination. To examine similarity and difference of sales and marketing planning department, we handed in self-administered questionnaires and sent two pieces to participants of each company in Taiwan financial industry. Respondents were managers worked in the same company, one sales manager and one marketing planning manager. Overall, 122 financial companies participated in the study, providing data of total 244 questionnaires from two departments. Our research findings indicate that interorgainzational coordination contribute to new service development success. In addition, partner reliability and partner compatibility have effects on interorgainzational coordination. As for partner complementarity, it has effect on interorgainzational coordination only in marketing planning department. Moreover, product-market experience contributes the relationship between interorganizational coordination and new service development success only in sales department. Finally, the implications for managers of financial industry are suggested that firms have to choose appropriate partners possessed reliability, compatibility to foster effective coordination and further emphasize interorganizational coordination to improve the successful rate of new service development in both two departments.
參考文獻
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