博碩士論文 101421007 詳細資訊




以作者查詢圖書館館藏 以作者查詢臺灣博碩士 以作者查詢全國書目 勘誤回報 、線上人數:7 、訪客IP:18.232.188.251
姓名 張毓庭(Yu-ting Chang)  查詢紙本館藏   畢業系所 企業管理學系
論文名稱 顧客導向與新產品開發績效相關之研究
相關論文
★ 台灣LCD監視器產業廠商經營策略之研究★ 智慧資本對新產品發展績效影響之研究
★ 市場導向對新產品開發速度影響之研究★ 創業家失敗復原歷程之研究
★ 組織間協同合作與科技能力的因果模糊對新產品研發績效相關之研究★ 購併後跨部門整合與新產品開發績效之研究
★ 資源承諾與彈性對新產品發展績效影響之研究-關係學習與吸收能力之中介效果★ 顧客參與、產品創新程度與組織間關係對新產品開發績效之影響
★ 運動贊助有效性之探討-以洛杉磯市場推廣臺灣觀光為例★ 區塊鏈技術應用於冷鏈農產品之研究:以台灣蘭花出口為例
★ 專案團隊控制制度與新產品開發績效關係之研究★ 研發專案管理制度之探討-以參與「業界科專」廠商為例
★ 漸進式和急遽式專案主持人管理角色與新產品開發績效關係之研究★ 供應商選擇標準與供應商發展活動對製造績效影響之研究
★ 供應商涉入角色與新產品開發專案績效關係之研究★ 技術知識特性、知識整合機制與知識移轉關係之研究
檔案 [Endnote RIS 格式]    [Bibtex 格式]    [相關文章]   [文章引用]   [完整記錄]   [館藏目錄]   [檢視]  [下載]
  1. 本電子論文使用權限為同意立即開放。
  2. 已達開放權限電子全文僅授權使用者為學術研究之目的,進行個人非營利性質之檢索、閱讀、列印。
  3. 請遵守中華民國著作權法之相關規定,切勿任意重製、散佈、改作、轉貼、播送,以免觸法。

摘要(中) 在現今快速變動的產業環境,新產品開發的成功與否關係到公司的利潤,更關係到公司的成長,沒有新產品的公司等於失去競爭的動能,過去的文獻主要專注在探討市場導向與新產品開發績效之間的關係,多數企業也認為市場導向能有效提高新產品開發績效,本研究視現今的產品業狀況,消費者意識的抬頭,市場逐漸由買方主導,因此特別將顧客導向從市場導向中提出,做更細部的探討。
實行顧客導向固然重要,但在企業資源有限的前提下,應審視產品專案的情況,將資源投注在最有效提高效能的地方,故研究本旨在探討不同的程度的環境不確定性與產品創新類型下,最適的顧客導向行為為何。實證結果顯示如下:
一.採用不同的顧客導向行為皆能提升新產品開發績效。
二.在不同程度的環境不確定性下,採用不同的顧客導向行為對於提高新產品開發 績效的效果無顯著的差別。
三.若產品屬於漸進式創新,顧客導向行為中的顧客參與程度越高,越能提高新產品開發績效。
四.若產品屬於急遽式創新,顧客導向行為中的顧客參與程度越高,新產品開發績效則無顯著提高。
摘要(英) With the rapidly changing industry environment, new product is one of major growing power to the enterprise. Reviewing the literatures, it is easy to find that so many papers aim to the relationship between market orientation and new product development.In the practice, most of managers also agree implementing market orientation is effective to promote new product development performance.According to the trend of customer-driven market,this study focus on the customer orientation instead of market orientation.

Although it is important to implement the customer orientation, every enterprise encounter premise that the resourse is limit. As a result, this study would probe what magnitude of environmental uncertainty and different king of product innovation for what customer orientation behaviors.The empirical result is followed:
1. Every kind of customer orientation behaviors is effective to promote new product development performance.
2. In varied magnitude of environmental uncertainty, the effect of different customer orientation behaviors on promoting new product development performance is indifferent.
3. The positive effect of customer involvement in design on new product performance will be strengthened as incremental product innovation capability increases.
4. The positive effect of customer involvement in design on new product performance will be weakened as radical product innovation capability increases.
關鍵字(中) ★ 顧客導向
★ 環境不確定性
★ 產品創新類型
★ 新產品開發
關鍵字(英) ★ customer orientation
★ environmental uncertainty
★ product innovation
★ new product development
論文目次 中文摘要……………………………………………………………………………i
Abstract……………………………………………………………………………ii
誌謝…………………………………………………………………………………iii
目錄…………………………………………………………………………………iv
圖目錄………………………………………………………………………………v
表目錄………………………………………………………………………………vi
第一章 緒論……………………………………………………………………1
第一節 研究動機…………………………………………………………1
第二節 研究目的…………………………………………………………4
第三節 論文架構…………………………………………………………5
第四節 研究流程…………………………………………………………6
第二章 文獻探討………………………………………………………………7
第一節 顧客導向…………………………………………………………7
第二節 新產品開發績效…………………………………………………14
第三節 環境不確定性……………………………………………………22
第四節 產品創新類型……………………………………………………27
第五節 變項間的關係……………………………………………………38
第六節 個案研究…………………………………………………………41
第三章 研究設計………………………………………………………………42
第一節 研究架構…………………………………………………………42
第二節 研究變項的操作性定義與衡量…………………………………43
第三節 研究假設…………………………………………………………47
第四節 研究樣本…………………………………………………………51
第五節 資料分析方法……………………………………………………52
第六節 信度與效度………………………………………………………55
第四章 研究結果與分析………………………………………………………56
第一節 樣本資料分析……………………………………………………56
第二節 顧客導向行為對新產品開發績效之間的關係…………………58
第三節 市場不確定性對顧客導向與新產品開發績效的影響…………63
第四節 技術不確定性對顧客導向與新產品開發績效的影響…………67
第五節 產品創新類型對顧客導向與新產品開發績效的影響…………71
第五章 研究結論與建議………………………………………………………76
第一節 研究結論…………………………………………………………76
第二節 研究貢獻…………………………………………………………79
第三節 研究限制與後續研究建議………………………………………81
參考文獻…………………………………………………………………………82
附錄一 個案研究………………………………………………………………88
附錄二 研究問卷………………………………………………………………96
參考文獻 一.中文部分
[1] 司徒達賢(民84),策略管理,台北:遠流出版社。
[2] 吳思華(民89),策略九說-策略思考的本質,台北:臉譜出版。
[3] 林建煌(民90),管理學,台北:智勝文化。
[4] 林建煌(民100),行銷管理,台北:華泰書局。
[5] 林建煌(民102),消費者行為,台北:華泰書局。
[6] 許士軍(民72),現代行銷管理,台北:三民書局。
[7] 劉美慧 (民88),「不同創新類型下新產品發展階段跨部門互動之探
討」,中央大學企業管理研究所未出版碩士論文。
[8] 賴士葆(民79),「研究發展/行銷互動與新產品發展績效相關之研
究」,臺北市:中華民國管理科學學會。
[9] 賴士葆(民79),「技術創新特性與新產品發展績效相關之研究」,管理
評論,102-114頁。
[10] 賴士葆、謝龍發、曾淑婉和陳松柏(民86),科技管理,台北:國立空中
大學。

二.英文部分
[1] Afuah, A. ( 2000). How much do your co-opetitors’ capabilities matter in the
face of technological change? Strategic Management Journal, 21 (3),387–404.
[2] Baker, W. E., & Sinkula, J. M. (2007). Does market orientation facilitate balanced innovation programs? An organizational learning perspective. Journal of Product Innovation Management, 24(4), 316-334.
[3] Barczak, G. (1995). New Product Strategy, Structure, Process, and Performance in the Telecommunications Industry. Journal of Product Innovation Management, 12(3),224-234.
[4] Bart, C. K. (1999). Controlling new products: a contingency approach. International Journal of Technology Management, 18(5), 395-413.
[5] Bennett, Roger and Robert Cooper (1981).Beyond the Marketing Concept. Business Horizons, 22 (6), 76-83.
[6] Betz, F. (1993). Strategic Technology Management. New York: McGraw Hill.
[7] Blocker, C. P., Flint, D. J., Myers, M. B., & Slater, S. F. (2011). Proactive customer orientation and its role for creating customer value in global markets. Journal of the Academy of Marketing Science, 39(2), 216-233.
[8] Boer, H., & During, W. E. (2001). Innovation, what innovation? A comparison between product, process and organisational innovation. International Journal of Technology Management, 22(1), 83-107.
[9] Boles, J.S., B. J. Babin, T. G. Brashear and C. Brooks (2001). An Examination of the Relationships between Retail Work Environment, Salesperson Selling Orientation - Customer Orientation and Job Performance. Journal of Marketing Theory and Practice, Vol. 9, pp. 1-13.
[10] Booz. (1982). New products management for the 1980s. Booz, Allen & Hamilton.
[11] Brown, S. L., & Eisenhardt, K. M. (1995). Product development: past research, present findings, and future directions. Academy of management review, 20(2), 343-378.
[12] Calantone, R. J., Chan, K., & Cui, A. S. (2006). Decomposing product innovativeness and its effects on new product success. Journal of Product Innovation Management, 23(5), 408-421.
[13] Callahan, J., & Lasry, E. (2004). The importance of customer input in the development of very new products. R&D Management, 34(2), 107-120.
[14] Campbell, A. J., & Cooper, R. G. (1999). Do customer partnerships improve new product success rates? Industrial Marketing Management, 28(5), 507-519.
[15] Chen, I. J., & Paulraj, A. (2004). Towards a theory of supply chain management: The constructs and measurements. Journal of Operations Management, 22(2), 119–150.
[16] Christensen, C. M. (1997). The Innovator′s dilemma. Harvard Business School Press.
[17] Christensen, C. M., and J. L. Bower(1996). Customer Power, Strategic Investment, and the Failure of Leading Firms. Strategic Management Journal 17(3), 97–218.
[18] Cooper, R. G., & Kleinschmidt, E. J. (1987). New products: What separates winners from losers? Journal of Product Innovation Management, 4: 169-184.
[19] Cooper, R. G. (1984). The Strategy‐Performance Link in Product Innovation. R&D Management, 14(4), 247-259.
[20] Cusumano, M. A., & Nobeoka, K. (1992). Strategy, structure and performance in product development: Observations from the auto industry. Research Policy, 21(3), 265-293.
[21] Daft, R.L. (2001) .Organization Theory and Design, South-Western College
[22] Damanpour, F. (1991). Organizational Innovations: A Meta-Analysis of Effects of Determinants and Moderators. Academy of Management Journal, 34(3), 555-590.
[23] Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, 37-52.
[24] Deshpandé, R., J. U. Farley, and F. E.Webster (1993). Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis. Journal of Marketing, 57(1),23–37.
[25] Dougherty, D. (1992). Interpretive barriers to successful product innovation in large firms. Organization Science, 3(2), 179–202.
[26] Downey, H. K., Hellriegel, D., & Slocum Jr, J. W. (1975). Environmental uncertainty: The construct and its application. Administrative science quarterly, 613-629.
[27] Drucker, P. (1954), The Practice of Management, Harper & Row, New York, NY.
[28] Drucker, P. F. (1985). Innovation and entrepreneurship: Practice and principles. New York: Harper and row.
[29] Emery, F. E. & Tris, R.,(1965).The Causal Texture of Organizational Environments , Human Relation.European Management Journal, 22( 2) ,244-55.
[30] Fang, E., Palmatier, R. W., & Evans, K. R. (2008). Influence of customer participation on creating and sharing of new product value. Journal of the Academy of Marketing Science, 36(3), 322-336.
[31] Feng, T., Sun, L., Zhu, C., & Sohal, A. S. (2012). Customer orientation for decreasing time-to-market of new products: IT implementation as a complementary asset. Industrial Marketing Management, 41(6), 929-939.
[32] Freeman, C.(1982), What We’ve Learned: Managing Invention and Innovation. Research Technology Management ,31(1),11-29.
[33] Garcia, R., & Calantone, R. (2002). A critical look at technological innovation typology and innovativeness terminology: a literature review. Journal of product innovation management, 19(2), 110-132.
[34] Gatignon, H., and J.-M. Xuereb (1997).Strategic Orientation of the Firm and New Product Performance, Journal of Marketing Research 34(1), 77–90.
[35] Grewal, R., Chandrashekaran, M., Johnson, J. L., & Mallapragada, G. (2013). Environments, unobserved heterogeneity, and the effect of market orientation on outcomes for high-tech firms. Journal of the Academy of Marketing Science, 41(2), 206-233.
[36] Griffin, A., & Page, A. L. (1993). An interim report on measuring product development success and failure. Journal of Product Innovation Management, 10(4), 291-308.
[37] Hamel, G., and C. K. Prahalad (1994). Competing for the Future.Boston. Harvard Business School Press.
[38] Hair, J. F., Black, B., Babin, B., Anderson, R. E., & Tatham, R. L. (1992). Multivariate Data Analysis (6). New York: Macmillan.
[39] Hooley, G. &Theoharakis, V., (2008). Customer orientation and innovativeness: Differing roles in New and Old Europe. International Journal of Research in Marketing, 25(1), 69-79.
[40] Hopkins, D.S. (1980).New Products Winners and Losers, The Conference Board Report, p.773.
[41] Houston, F. S. (1986). The marketing concept: what it is and what it is not. The Journal of Marketing, 81-87.
[42] Hunt, S. D., & Morgan, R. M. (1995). The comparative advantage theory of competition. The Journal of Marketing, 1-15.
[43] Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: antecedents and consequences. The Journal of marketing, 53-70.
[44] Jaworski, B.J. and Kohli, A.K. (1996).Market orientation: review, refinement, and roadmap.Journal of Market-focused Management, 1 (2) 119-35.
[45] Jeong, J. S., & Hong, P. (2007). Customer orientation and performance outcomes in supply chain management. Journal of Enterprise Information Management, 20(5), 578-594.
[46] Johne, F. A. and Snelson, P. (1989). Product development approaches in established firms. Industrial Marketing Management, 18(2), 113-124.
[47] Joshi, A. W., & Sharma, S. (2004). Customer knowledge development: antecedents and impact on new product performance. Journal of Marketing, 68(4), 47-59.
[48] Karagozoglu, N., & Brown, W. B. (1993). Time-based management of the new product development process. Journal of Product Innovation Management, 10(3), 204–215.
[49] Karimi, J., Somers, T.M. and Gupta, Y.P.,( 2004).Impact of Environmental Uncertainty and Task Characteristics on User Satisfaction with Data.Information Systems Research 15(2) , 175-193.
[50] Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: the construct, research propositions, and managerial implications. The Journal of Marketing, 1-18.
[51] Kohli, A. K., Jaworski, B. J., & Kumar, A. (1993). MARKOR: a measure of market orientation. Journal of Marketing research, 467-477.
[52] Kotler, P. (1994), Marketing Management.Prentice-Hall .
[53] Koufteros, X.A., Vonderembse, Jayaram, J. (2005). Internal and external integration for product development: the contingency effects of uncertainty, equivocality, and platform strategy. Decision Sciences 36 (1), 97–133.
[54] Leifer, R., C. M. McDermott, G. C. O’Connor, L. Peters, M. Rice, and R.W. Veryzer. 2000. Radical innovation: How mature companies can outsmart upstarts. Boston, MA: Harvard Business School Press.
[55] Leonard, D. (1995) Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation. Harvard Business School Press.
[56] Levitt, T. (1960).Marketing myopia, Harvard Business Review, 38, 45-56.
[57] Levitt, T. (1965). Exploit the product life cycle (43). Graduate School of Business Administration, Harvard University.
[58] Li, S., & Lin, B. (2006). Accessing information sharing and information quality in supplychain management. Decision Support Systems, 42(3), 1641–1656.
[59] Liao, S. H., Chang, W. J., Wu, C. C., & Katrichis, J. M. (2011). A survey of market orientation research (1995–2008). Industrial Marketing Management, 40(2), 301-310.
[60] Lin, X., & Germain, R. (2004). Antecedents to Customer Involvement in Product Development:Comparing US and Chinese Firms. European Management Journal, 22(2), 244-255.
[61] Maidique, M.A., Zirger, B.J.,( 1985). The new product learning cycle. Researrh Policy ,14, 299–313
[62] Martin, J., & Faircloth, A. (1995). Ignore your customer. Fortune, 131(8), 121-126.
[63] McKitterick, J. B. (1957). What is the marketing management concept (pp. pp-71). Chicago, IL.
[64] Menguc, B., Auh, S., & Yannopoulos, P. (2014). Customer and Supplier Involvement in Design: The Moderating Role of Incremental and Radical Innovation Capability. Journal of Product Innovation Management, 31(2), 313-328.
[65] Meyer, M. H. & Roberts, E. B. (1986).New Product Strategy in Small Technology-Based Firms : a Pilot Study. Management Science, 32(7), July ,806-821.
[66] Miller, D., & Dröge, C. (1986). Psychological and traditional determinants of structure. Administrative Science Quarterly, 31(4), 539-560.
[67] Miller, K. D. (1992). A framework for integrated risk management in international business. Journal of International Business Studies, 23(2),311-331.
[68] Milliken, F. J. (1987). Three types of perceived uncertainty about the environment: state, effect, and response uncertainty. The Academy of Management Review, 12(1), 133-143.
[69] Narver, J., and S. Slater (1990). The Effect of a Market Orientation on Business Profitability, Journal of Marketing ,54(4), 20–35.
[70] Newkirk, H. E., & Lederer, A. L. (2006). The effectiveness of strategic information systems planning under environmental uncertainty. Information & Management, 43(4), 481-501.
[71] O′Connor, G. C. (1998). Market learning and radical innovation: A cross case comparison of eight radical innovation projects. Journal of product innovation management, 15(2), 151-166.
[72] Olson, E. M., Walker, O.C. and Ruekert, R.W.(1995).Organizing for Effective New Product Development: The Moderating Role of Product Innovativeness, Journal of Marketing, 59(1), 48-62.
[73] Pelham, A. and Wilson, D. (1996).A longitudinal study of the impact of market structure, firm structure, strategy, and market orientation culture on dimensions of performance, Journal of the Academy of Marketing Science, 24, 27-43.
[74] Premkumar, G., Ramamurthy, K. and Saunders, C.S. Information Processing View of Organizations: An Exploratory Examination of Fit in the Context of Interorganizational Relationships. Journal of Management Information Systems (22:1), 2005,257-294.
[75] Sands, S., & Warwick, K. M. (1977). Successful Business Innovation. A Survey of Current Professional Views. California Management Review, 20(2).
[76] Saxes, Robert and Barton A. Weitz (1982).The SOCO Scale: A Measure of the Customer Orientation of Salespeople. Journal of Marketing Research,19(8), 343-351.
[77] Schumpeter, J. A. (1934). The theory of economic development: An inquiry into profits, capital, credit interest and the business cycle. Harvard University Press.
[78] Shapiro, B. (1988).What the hell is ‘market-oriented? Harvard Business Review, Vol. 66, pp. 19-25.
[79] Sicotte, H., & Bourgault, M. (2008). Dimensions of uncertainty and their moderating effect on new product development project performance. R&d Management, 38(5), 468-479.
[80] Slater, S., and J. C. Narver (1995). Market Orientation and the Learning Organization. Journal ofMarketing ,59(3), 63–74.
[81] Song and Montoya-Weiss(2001).The effects of perceived technological uncertainty on Japanese new product development .Academy of Management Journal, 44(1), 61-80.
[82] Song, M., & Xie, J. (2000). Does innovativeness moderate the relationship between cross-functional integration and product performance?. Journal of International Marketing, 8(4), 61-89.
[83] Song, X. M., and Montoya-Weiss, M. M. (1998).Critical Development Activities forReally New versus Incremental Products. Journal of Product Innovation Management, 15(2), 124-135.
[84] Song, X. M., & Parry, M. E. (1997). The determinants of Japanese new product successes. Journal of Marketing Research, 64-76.
[85] Souder, W. E., Sherman, J. D., and Davies-Cooper, R. (1998). Environmental Uncertainty,Organizational Integration, and New Product Development Effectiveness: A Test of Contingency Theory. Journal of Product Innovation Management, 15(6), 520-533.
[86] Souder, W.E.(1987), Managing New Product Innovation., MA:Lexington Books.
Successes. Journal of Marketing Research, 34 (1), 64-76.
[87] Takeuchi, H., Nonaka, I., (1986). The new product development game. Harvard Business Review 64, 137–146.Technology Management, pp.83
[88] Tauber, E. M. (1974). How market research discourages major innovation. Business Horizons, 17(3), 22-26.
[89] Treacy, M., & Wiersema, F. (1993). Customer intimacy and other value disciplines. Harvard business review, 71(1), 84-93.
[90] Tsai, K. H., & Yang, S. Y. (2013). Firm innovativeness and business performance: The joint moderating effects of market turbulence and competition. Industrial Marketing Management, 42(8), 1279-1294.
[91] Tushman, M. and Nadler, D. (1986). Organizing for innovation, California management review, 28(3), 74-92.
[92] Veryzer, R. W.(1998) .Discontinuous Innovation and the New Product Development Process, Journal of Product Innovation management, 15(4), 304-321.
[93] Wei, Y. S., & Atuahene-Gima, K. (2009). The moderating role of reward systems in the relationship between market orientation and new product performance in China.International Journal of Research in Marketing, 26(2), 89-96.
[94] Yannopoulos, P., Auh, S., & Menguc, B. (2012). Achieving fit between learning and market orientation: Implications for new product performance. Journal of Product Innovation Management, 29(4), 531-545.
[95] Yoon, E., & Lilien, G. L. (1985). New industrial product performance: the effects of market characteristics and strategy. Journal of Product Innovation Management, 2(3), 134-144.
[96] Zirger, B. J., & Maidique, M. (1990). A model of new product development: An empirical test. Management Science, 36(7),867-883.
[97] Zong, T.B. and Jin, J.L. (1986). Technology Development Patterns of Small and Medium Sized Companies in the Korean Machinery Industry. Technovatoin,4:279-296.
指導教授 林明杰(Ming-ji Lin) 審核日期 2014-7-25
推文 facebook   plurk   twitter   funp   google   live   udn   HD   myshare   reddit   netvibes   friend   youpush   delicious   baidu   
網路書籤 Google bookmarks   del.icio.us   hemidemi   myshare   

若有論文相關問題,請聯絡國立中央大學圖書館推廣服務組 TEL:(03)422-7151轉57407,或E-mail聯絡  - 隱私權政策聲明