新產品開發過程部門間互動與衝突之探討

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Please use this identifier to cite or link to this item: http://140.128.103.80:8080/handle/310901/2769

Title:	新產品開發過程部門間互動與衝突之探討
Other Titles:	The Study of Inter Department Interaction and Conflict in the Product Development Period
Authors:	邱瀚德 Chiu, Aan-Te
Contributors:	劉仁傑 Liu, Ren-Jye 東海大學工業工程與經營資訊學系
Keywords:	新產品開發;互動;衝突;整合 New Product Development;Interaction;Conflict;Integration
Date:	2007
Issue Date:	2011-03-23T09:12:49Z (UTC)
Abstract:	新產品開發領域中，部門間衝突層出不窮為不爭事實，且這些衝突對於開發績效有直接相關之影響。因此，如何改善部門間互動，減少衝突發生，為實務界與學術界關注焦點。從文獻探析中本研究發現：相關產品開發研究，普遍從流程角度檢視衝突發生，缺乏從實際組織面，對部門間互動作衝突的探討。故一致認為跨功能產品開發，充分讓部門間討論與協調的互動方式，有助於減緩開發過程衝突之發生，比較傳統的循序式產品開發更能降低衝突對產品開發的影響，關於跨功能互動可能會對組織造成某些負面影響的討論較為缺乏。基於此，本研究根據衝突相關理論，重新檢視循序與跨功能兩種互動方式，發現兩種互動方式導致衝突性質截然不同。循序式產品開發多半以顯而易見的任務衝突為主，例如：重新設計、重新製造等開發問題。跨功能產品開發則容易形成隱性的衝突現象，例如：不確實的資訊交流、杯葛他部門利益等偏向關係衝突。本研究從衝突觀點檢視，兩種典型互動方式，各有整合部門間互動之盲點。有鑑於此，顯然需要發展一套更適切的互動方式，精緻開發過程部門間互動的品質。本研究認為探究部門特性與三種組合的部門互動之影響，有助於發展適配互動方式，巧妙地迴避循序與跨功能在互動過程中的衝突盲點，本研究稱為策略性整合互動(Strategically integrated interaction)。 In new product development (NPD) research area, Inter-departmental conflict emerges in an endless stream, and has a direct effect to the final development performance. Improving Inter-departmental interaction and reduce the occurrence of conflict becomes an important topic in both the industry and academia.From the research of reference, we found that most previous study on new product development focuses on process flow, instead of organization-wide point of view, to review inter-department interaction. Therefore, the previous study always suggests that complete discussion and synchronization between departments can help minimize inter-department conflicts and compare to the traditional sequential structure, can further improve productivity. However, the discussion on if the lack of cross-functional integration mechanism would bring negative impact on organizations is not fully discussed in the previous studies.On the basis of the context of above, we revisit sequential and cross-functional inter-department interaction. We found that they cause entirely different conflicts. Sequential product development is mainly designed for explicit task conflict, for example, product redesign or remanufacture. Cross-functional development causes tacit, for example, inaccurate information, or blocking other department benefit type of relationship conflict.From the conflict point of view, these two methods have their own drawbacks. In order to improve inter-department interaction during the new product development process, a better process is obviously needed. Based on this need, this study considers different department characteristics and three different ways of inter-department interaction. This result can avoid the drawbacks of sequential and cross-functional process. This study is called strategically integrated interaction.
Appears in Collections:	[工業工程與經營資訊學系所] 碩博士論文

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