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首页> 外文期刊>Journal of product innovation management >Managing New Product Development Teams in a Globally Dispersed NPD Program
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Managing New Product Development Teams in a Globally Dispersed NPD Program

机译：在全球分散的NPD计划中管理新产品开发团队

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摘要

Globalization is a major market trend today, one characterized by both increased international competition as well as extensive opportunities for firms to expand their operations beyond current boundaries. Effectively dealing with this important change, however, makes the management of global new product development (NPD) a major con-cern. To ensure success in this complex and competitive endeavor, companies must rely on global NPD teams that make use of the talents and knowledge available in different parts of the global organization. Thus, cohesive and well-functioning global NPD teams become a critical capability by which firms can effectively leverage this much more diverse set of perspectives, experiences, and cultural sensitivities for the global NPD effort. The present research addresses the global NPD team and its impact on performance from both an antecedent and a contingency perspective. Using the resource-based view (RBV) as a theoretical framework, the study clarifies how the internal, or behavioral, environment of the firm-specifically, resource commitment and senior management involvement- find the global NPD team are interrelated and contribute to global NPD program performance. In addition, the proposed performance relationships are viewed as being contingent on certain explicit, or strategic, factors. In particular, the degree of global dispersion of the firm's NPD effort is seen as influencing the management approach and thus altering the relationships among company background resources, team, and performance. For the empirical analysis, data are collected through a survey of 467 corporate global new product programs (North America and Europe, business-to-business). A structural model testing for the hypothesized effects was substantially supported. The results show that creating and effectively managing global NPD teams offers opportunities for leveraging a diverse but unique combination of talents and knowledge-based resources, thereby enhancing the firm's ability to achieve a sustained competitive advantage'in international markets. To function effectively, the global NPD team must be nested in a corporate environment in which there is a commitment of sufficient resources and where senior management plays an active role in leading, championing, and coordinating the global NPD effort. This need for commitment and global team integration becomes even more important for success as the NPD effort becomes more globally dispersed.
机译：全球化是当今的主要市场趋势，其特征是国际竞争加剧以及企业将业务扩展到当前边界之外的广泛机会。然而，有效应对这一重要变化使全球新产品开发（NPD）的管理成为主要问题。为了确保在这一复杂而竞争的努力中取得成功，公司必须依靠全球NPD团队，这些团队利用全球组织不同部门提供的人才和知识。因此，具有凝聚力和运作良好的全球NPD团队将成为一项至关重要的能力，企业可以借此有效地利用这些更为多样化的观点，经验和文化敏感性来进行NPD全球努力。本研究从前瞻性和偶然性角度探讨了全球NPD团队及其对绩效的影响。该研究使用基于资源的观点（RBV）作为理论框架，阐明了公司的内部或行为环境，特别是公司的资源，承诺和高级管理人员的参与方式-发现全球NPD团队是相互联系的，并且有助于全球NPD程序性能。此外，建议的绩效关系被视为取决于某些明确的或战略性因素。特别是，公司NPD工作在全球范围内的分散程度被视为影响管理方法，从而改变了公司背景资源，团队和绩效之间的关系。为了进行实证分析，通过对467个公司全球新产品计划（北美和欧洲，企业对企业）的调查收集了数据。基本上支持了对假设效果的结构模型测试。结果表明，建立和有效管理全球NPD团队提供了利用人才和知识资源的多样化但独特组合的机会，从而增强了公司在国际市场上获得持续竞争优势的能力。为了有效运作，全球NPD团队必须嵌套在一个公司环境中，在该环境中，要有足够的资源投入，并且高层管理人员应在领导，支持和协调全球NPD工作中发挥积极作用。随着NPD努力在全球范围内的分散发展，对承诺和全球团队整合的需求对于成功变得越来越重要。

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