在面臨與日劇增的市場競爭下，企業為求維持生存和競爭優勢，愈來愈依賴創新以提高其競爭力。為了維持競爭力，企業必須不斷地創造新的策略、產品與吸引人的特色。觀察近年來因推出新產品成功而大幅提高營業額的公司，其共同點為：認真瞭解顧客的需要、抓住市場新趨勢、發展出滿足顧客需要的產品。這種以顧客為中心的經營理念正在逐漸形成，企業朝向市場導向發展的趨勢也已刻不容緩。 但學者對市場導向的定義與看法不一，本研究認為市場導向的內涵不同，對於新產品開發績效的影響效果也會不同，其引發了本研究的動機去探討市場導向對於新產品開發績效的影響。本研究認同市場導向的組織文化觀點(Slater and Narver, 1995)，並採用Narver and Slater (2004)的研究，將市場導向區分為主動式市場導向及被動式市場導向兩個構面，探討市場導向對新產品開發績效的影響，並納入產品創新類型及組織創新氣候，探討其造成的干擾效果。 本研究以中華徵信所「2005年大型企業排名TOP5000排名」中的高科技產業為研究對象，進行問卷調查，總共寄發出459份問卷，實際有效問卷133份，有效份數回收率為28.98％。 實證分析結果如下： 1.市場導向對新產品開發績效有顯著正向影響，但主動式市場導向與被動式市場導向對新產品開發績效的影響沒有顯著差異。 2.產品創新類型及組織創新氣候對市場導向與新產品開發績效的關係有干擾效果：以產品創新類型而言，在急遽式創新專案下，企業的主動式市場導向越高，其新產品開發績效越好；在漸進式創新專案下，企業的被動式市場導向越高，其新產品開發績效越好。以組織創新氣候而言，主動式市場導向配合組織創新支援，其新產品開發績效較高；被動式市場導向配合工作人際支持，其新產品開發績效較高。 3.本研究進一步以產品創新類型為控制變數發現：在急遽式創新專案下，主動式市場導向配合組織創新支援，其新產品開發績效越好；在漸進式創新專案下，被動式市場導向配合工作人際支持，其新產品開發績效越好。 Abstract It’s necessary for enterprises to rely on innovation to maintain their competitive advantages because of fierce competition in the market at present. To sustain their competitiveness, enterprises must continuously create new strategies, products and attractive characters. Because of new products, enterprises have raised their incomes enormously and they have common grounds: understanding what customers need, grasping new market trends and developing products which can satisfy customers’ needs. The management concepts of market orientation are forming and it has become every enterprise’s business guide. Scholars have different definitions and points of view of market orientation, and it’s brought about my motives to research what the relationship between market orientation and new product performances. Market orientation in my research bases on the viewpoint of organizational culture (Slater and Narver, 1995), and market orientation are composed of proactive and responsive market orientations (Narver and Slater, 2004). Besides probing for the relationship between market orientation and new product performance, types of product innovation and organizational innovative climate are designed as interferences. Research results and conclusions are as follows: 1.Market orientation has positive influence on new product performance, but proactive and responsive market orientations don’t perform differently on new product performance. 2.Types of product innovation and organizational innovative climate as interferes: Proactive market orientation collocates with radical innovation project can make better new product performance; responsive market orientation collocates with incremental innovation project can make better new product performance. Proactive market orientation collocates with organizational innovative support can make better new product performance; responsive market orientation collocates with interpersonal support can make better new product performance. 3.Types of product innovation as controllable variables: under the radical innovation project, proactive market orientation collocates with organizational innovative support can make better new product performance; under the incremental innovation project, responsive market orientation collocates with interpersonal support can make better new product performance.
