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论文编号：	4216
作者编号：	1120090697
上传时间：	2012/6/5 19:05:12
中文题目：	基于市场导向的团队互动过程与新产品绩效关系的研究
英文题目：	An empirical research of the relationship of marketing orientation, team process and new product performance
指导老师：	韩德昌
中文关键字：	顾客导向 跨职能协作导向 团队互动 知识整合机制 新产品绩效
英文关键字：	Customer orientation, Cross-Functional Cooperation, Team Process, knowledge Integration Mechansim
中文摘要：	新产品开发是企业在日益动荡的市场环境中取得竞争优势的重要保障。无数企业投身于新产品开发中来，试图抢先占领市场的战略制高点，攫取超额利润。但新产品开发过程本身充满着风险和挑战，大部分企业在付出高昂代价后遭遇到了失败，只有少部分企业取得了新产品开发的成功。因此，企业需要怎样的资源配置，采取怎样的团队行动以及运用怎样的管理机制才能取得新产品开发成功等问题，成为了理论界和实践界所共同关注的热点。本文的结构安排如下：第一章为绪论。主要论述本文的研究背景、研究意义与研究问题，并对研究的内容和方法以及论文研究过程的整体框架安排做了说明。第二章为文献综述。主要对相关理论基础进行了梳理和归纳，阐释了团队互动对于新产品开发绩效的重要理论意义，以及整合了多种理论视角解释新产品开发的必要性。第三章为理论假设。这一章主要围绕研究的问题，依靠严谨的逻辑推理，提出本文的研究假设和概念模型。第四章为研究设计。这一章重点汇报收集实证数据的过程，以及数据信度和效度的检验情况，并简要说明主要统计分析方法的原理。第五章为数据分析与结果。通过变量相关分析、层级回归分析以及结构方程模型，检验理论模型假设，并汇报最终结果。第六章为结论。主要讨论本文的理论价值和实践启示，指出研究不足和未来研究方向，并得出一般性结论。本文通过整合市场导向、团队互动和知识基础观等理论，试图打开影响新产品开发绩效的“黑箱”。本文拟回答三个理论问题：顾客导向如何通过团队互动过程促进新产品开发绩效；跨职能团队协作导向又如何通过团队互动过程提升新产品绩效水平；在中国情景下，知识整合机制如何影响企业获取新产品开发绩效。基于269份有效的企业调查问卷，通过多元层级回归和结构方程模型等统计分析方法对相关理论假设进行检验，本文实证研究的主要发现和结论有如下几点：第一，顾客导向作为企业的一种积极行为和文化内涵通过团队互动的中介作用影响新产品绩效水平。本文结合市场导向与团队互动的理论视角，验证了团队互动在顾客导向与新产品开发绩效间的中介效应。这说明企业需要进一步提升顾客导向水平，并通过团队互动过程的支持以取得新产品开发成功。第二，跨职能团队协作导向并非直接作用于新产品开发绩效，而是需要嵌入到团队行动层面对新产品开发绩效发生作用。即跨职能团队协作导向通过团队互动的中介作用影响新产品开发绩效。这说明企业一方面要主动将团队反思和团队监督等互动行为纳入到团队日常的工作中，以提升内外部网络所承载资源的利用效率；另一方面，应建立良好的团队工作氛围，以增强团队成员的组织认同度和支持感。第三，本文检验了知识整合机制在市场导向与新产品开发绩效间的调节作用，发现顾客导向与新产品绩效间的关系受知识整合机制的正向调节影响。同时，还发现知识整合机制正向调节团队合作强度与新产品开发绩效间的关系。这说明，新产品开发成功的关键不仅取决于企业拥有哪些内外部稀缺资源，更取决于企业在开发过程中如何利用这些资源。知识整合机制作为一种知识管理的手段，有效撬动了社会网络中所承载的知识资源，进而提高了新产品开发绩效。这提示企业在经营管理中应该对知识分享和知识转移的渠道构建给予战略性的重视。本文的理论价值和创新之处主要体现在以下几个方面：第一，综合前人的研究成果，作者明晰了团队互动的概念及其理论边界，并对团队互动的维度划分做了更为精细地修正和完善，首次提出了团队互动过程由团队反思、团队监督和团队利他行为三个维度组成。其中，团队利他行为的概念沿用了组织公民行为中的观点，这一认识弥补了单一研究视角上的缺陷和不足，使得团队互动的维度划分更为全面与合理；第二，通过市场导向与团队互动的整合视角，揭示了内部和外部关系或资源影响新产品绩效的作用路径，丰富和拓展了不同研究视角关于新产品绩效的解释，进一步打开影响新产品开发绩效的黑箱；第三，在理论上剖析了知识整合机制在市场导向与新产品开发绩效间的影响机制，有助于进一步完善国内外有关市场导向理论的权变影响因素研究，并对转型中的我国企业如何获取、吸收、利用知识资源以及其相关制度和规则的建立都有一定的现实借鉴意义。
英文摘要：	New product development is an important safeguard for an enterprise to take superior competitive position in the ever-changing market. Numerous enterprises throw themselves into the development of new products with the attempt of occupying the strategic commanding point in order to grab extra profit. However, new product development itself is full of risk and challenge. Only a small part of the companies have made their way to success, while the big part of the companies suffered failure at huge cost. Therefore, it is of critical importance for the enterprises to achieve success in new product development through resource allocation, team process and knowledge management. The structure of this paper is organized as follows: The first chapter is the introduction. It mainly discussed the background, significance and issues of the study and described the contents and methods as well as the overall framework arrangement of the paper. The second chapter is a literature review. Mainly the basis of relevant theories was summarized and combed, the theoretical significance of team process for new product performance was illustrated, and the necessity of new product development was illuminated based on the integration of diverse perspectives. Chapter III is theoretical assumptions, where the assumptions and conceptual models were brought forward around the topic of the research by right of prudent logical reasoning. Chapter IV is study design. This chapter mainly focused on reporting the process of collecting empirical data, as well as verifying the reliability and validity of the data. The principle of main statistical analysis methods was briefly described. Chapter V is data analysis and results. Theoretical model assumptions were verified and results were reported resulting from variable correlation analysis, hierarchical regression analysis and structural equation modeling. Chapter VI is the conclusion. It mainly led to the inspiration from both the theory and the practice, pointing out the deficiency of the research and future research prospects, and drew general conclusions. Based on the theory of integrated market orientation, team process and knowledge - based view, etc., the paper aims at opening the “black box” which impacts the performance of new product development. The paper was drafted to answer three theoretical questions: How does customer orientation promote new product performance through team process；How does cross-functional cooperation orientation promote new product performance through team process；And how does knowledge integration mechanism impact on an enterprise to achieve new product performance. With available 269 questionnaires from enterprises and verifying the assumptions of relevant theories by statistic analytic method such as hierarchical multiple regression and structural equation modeling, the paper has got the following major findings and conclusion after empirical study: First, customer orientation, as a kind of cooperate culture, had impact on new product performance through the intermediate action of team process. With the theoretical view of combining market orientation and team process, the paper validated the intermediate effect of team process on customer orientation and new product performance. It indicated that the enterprises should further improve the level of customer orientation and achieve success in new product development supporting by team process. Second, cross-functional cooperation did not act directly on new product performance. Instead, it worked on new product performance when involved in the action level. That is to say, cross-functional cooperation orientation had impact on new product performance through the intermediate effect of team process. It indicated that the enterprises should, on one hand, create favorable atmosphere of team process to enhance the intimacy and trust among the team. On the other hand, the interactive activities such as self-examination and supervision of the team should be included in the routine work of each day so as to upgrade the efficiency of utilizing the resources both internal and external. Third, the paper validated the regulatory effect of knowledge integration mechanism on market orientation and new product performance, and found out that the relationship between customer orientation and new product performance was influenced by knowledge integration mechanism in a way of positive regulation. Meanwhile, it was found that knowledge integration mechanism positively regulated the relationship between team cooperation extent and new product performance. It indicated that the key to successful new product development was not only depended on the rare resources which an enterprise embraced both internal and external, but also how the enterprise utilized them in the process of development. As a way of knowledge management, knowledge integration mechanism had effectively prized the knowledge resource born by the social network and further improved new product performance. It implies that the enterprises should attach strategic importance to the channel of knowledge sharing and transfer in business management. The theoretical value and creation of this paper are mainly reflected in the following aspects: First, based on preceding research findings, the author clarified the boundary between the concept and theory of team process, modified and perfected the dimensionality carving up of team process, and brought forward that team process were composed of three dimensionalities—team reflexivity, team monitoring and team altruistic behavior. The concept of altruistic behavior followed the idea of organizational citizenship behavior, which made up the limitation and deficiency from a single research angle of view and made it more scientific and reasonable of carving up dimensionality of team process. Second, the functional route through which the new product performance was affected by internal and external resources was revealed based on the perspective of team process. It has enriched and expanded the interpretation on new product performance from different perspectives and helped to further reveal the impact of new product performance of the “black box”. Third, the action mechanism that knowledge integration mechanism played between market orientation and new product performance was analyzed theoretically, which helps to further improve the research on domestic and international market-oriented contingency influencing factors. It has certain significance of practical reference for Chinese enterprises under transformation in how to obtain, absorb and utilize the knowledge resources as well as the establishment of related rules and institutions.
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