Organizing for Effective New Product Development: The Moderating Role of Product Innovativeness
Organizing for Effective New Product Development: The Moderating Role of Product Innovativeness
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DOI：
10.1177/002224299505900105
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发表时间：
1995-01
影响因子：
12.9
通讯作者：
Eric M. Olson;O. Walker;Robert W. Ruekert
中科院分区：
文献类型：
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作者：
Eric M. Olson;O. Walker;Robert W. Ruekert
在开发新产品和服务的过程中，市场营销人员经常被要求与其他职能领域的专家合作，有时甚至领导他们。这种跨职能的互动可以以各种方式进行组织和协调，从官僚主义办法到权力下放的参与机制。最近，跨职能团队结构受到了大量的正面报道。然而，本文质疑团队是否是缩短开发时间和提高所有类型项目成功率的万能药。它提出了一个应急模型的基础上资源依赖理论，这表明，更多的参与性结构可能会提高开发过程的有效性和及时性时，正在开发的产品是真正的新的和创新的。然而，该模型还预测，更多的官僚结构可能会产生更好的结果，对创新性较低的项目，如涉及产品线扩展或产品改进。一个实证测试，涉及45个项目，从12家公司在广泛不同的行业基本上支持模型的预测。研究结果表明，更好的产品概念的新颖性和参与的协调机制之间的配合使用更好的开发过程中的结果（1）产品和团队绩效的客观措施，（2）团队成员对过程的态度，（3）新产品开发过程的效率和及时性。
Marketing and sales personnel are frequently called on to work with—and sometimes to lead—specialists from other functional areas in the development of new products and services. Such cross-functional interactions can be structured and coordinated in a variety of ways, from bureaucratic approaches to more decentralized participatory mechanisms. Recently, cross-functional team structures have received a great deal of positive press. However, this paper questions whether teams are a universal panacea for shortening development times and improving success rates across all types of projects. It presents a contingency model based on resource dependency theory, which suggests that more participative structures are likely to improve the effectiveness and timeliness of the development process when the product being developed is truly new and innovative. However, the model also predicts that more bureaucratic structures may produce better outcomes on less innovative projects, such as those involving line extensions or product improvements. An empirical test involving 45 projects from 12 firms in widely varying industries substantially supports the model's predictions. The findings indicate that the better the fit between the newness of the product concept and the participativeness of the coordination mechanism used the better the outcomes of the development process in terms of (1) objective measures of product and team performance, (2) the attitudes of team members toward the process, and (3) the efficiency and timeliness of the new product development process.