신제품 개발 프로세스 사례연구: C사 사례를 중심으로

조병길,김성홍 한국경영컨설팅학회 2020 경영컨설팅연구 Vol.20 No.4

시장의 세계화로 경쟁이 치열하고 기술발전 등의 영향으로 제품 수명이 단축되는 상황에서 신제품 개발은 매우 중요하다. 신제품 개발의 성공에 영향을 미치는 변수들은 매우 많지만 가장 중요한 요인 중 하나는 신제품 개발 프로세스 구축이다. 즉, 신제품 개발 효과 및 성공률을 높이기 위해서는 체계적 절차를 통해 신제품을 개발해야 한다. 그럼에도 불구하고 신제품 개발 프로세스를 체계적으로 정립하여 효율적으로 활용하는 기업은 많지 않다. 따라서 기업들은 자사에 적합한 신제품 개발 프로세스를 구축하고 활용하여 신제품 개발을 성공적으로 수행함으로써 지속 성장을 위한 기반을 구축해야 할 것이다. 또한, 신제품 개발 프로세스에 대한 사례연구는 아직까지 활발하지 않은 실정이다. 따라서 다양한 사례연구를 수행하여 특정 기업들이 신제품 개발 프로세스를 어떻게 최적화 하였는지를 구체적으로 살펴볼 필요가 있다. 본 연구에서 문헌연구를 통해 신제품의 정의 및 분류, 일반적 신제품 개발 프로세스, 신제품 개발 프로세스의 최적화, 프로세스의 성숙도 평가 모델 등에 대해 살펴보았다. 그리고 C사의 신제품 개발 프로세스 사례분석을 통해 신제품 개발 프로세스 구축 과정과 단계 및 활동, 신제품 개발 프로세스 향상을 위한 도구, 신제품 개발 프로세스 구축 효과 등을 파악하였다. C사의 신제품 개발 프로세스 사례연구는 신제품 개발 프로세스를 연구하거나 신제품 개발 프로세스를 구축 또는 보완하는 기업에게 다양한 시사점을 제공할 것으로 생각된다. 첫째, 본 연구에서는 문헌연구와 사례연구를 통해 신제품 개발 프로세스 단계와 활동의 내용, 신제품 개발 프로세스 향상을 위한 도구를 구체적으로 제시하였다. 둘째, 신제품 개발 프로세스는 일반적 신제품 개발 프로세스나 유사한 업종의 신제품 개발 프로세스를 참조하여 정형화하되 기업규모나 산업특성 등을 고려하여 최적화되어야 한다. 셋째, 신제품 개발 프로세스 정형화 과정에서 저항이 발생할 수 있음으로 변화관리를 위한 방법이 검토되어야 하며, 혁신환경에 최적화하는 단계에 도달할 때까지 주기적으로 프로세스 성숙도를 평가하고 미흡한 부분을 보완하여야 한다. 넷째, 신제품 개발 프로세스는 프로세스 성과와 신제품 개발성과에 기여하는 것으로 나타났다. New product development is very important in a situation where competition is fierce due to the globalization of the market and product life is shortened due to the influence of technology development. There are many variables that affect the success of new product development, but one of the most important factors is the establishment of a new product development process. In other words, in order to increase the effectiveness and success rate of new product development, new products must be developed through systematic procedures. However, case studies on the new product development process are not yet active. Therefore, it is necessary to examine in detail how specific companies have optimized their new product development process by conducting various case studies. In this study, the definition and classification of new products, general new product development process, optimization of new product development process, and process maturity evaluation model were examined through literature review. In addition, through the case study of the new product development process of Company C, the process and steps and activities of the new product development process establishment, tools for improving the new product development process, and the effect of establishing the new product development process were identified. Company C's new product development process case study is expected to provide various implications for companies that study new product development processes or build or supplement new product development processes. First, in this study, through literature studies and case studies, the steps of the new product development process and the composition of the contents of activities, and tools for improving the new product development process were specifically presented. Second, the new product development process should be formalized with reference to the general new product development process or the new product development process of a similar industry, but should be optimized in consideration of the size of the company or industrial characteristics. Third, the new product development process was found to contribute to the process performance and new product development performance.

Research Optimization of the Management of New Product Development Projects: the case of Lenovo

Chen Xi,Wang Xinyu,Li Hao 한중경제문화학회 2024 한중경제문화연구 Vol.25 No.-

In recent years, electronic products have played an increasingly important role in modern society and have penetrated into people’s life and work. With the continuous development of technology and the increasing demand for convenience and innovation, the functions and performance of electronic products continue to improve. However, the intensification of market competition and the rapid advancement of technological progress have brought many challenges and opportunities to the field of electronic products. This paper takes the new product development project management process of Lenovo Company as the research object, adopts investigation analysis method, literature analysis method and project management theory and gateway development management theory to deeply analyze the existing problems in the new product development project management of Lenovo Company, such as: The new product development cycle is long, the new product development cost is over budget, the new product development project organization and coordination ability is weak, and the project monitoring and feedback are not timely. The causes of these problems are analyzed. In view of the existing problems, this paper makes an in-depth study of the relevant theories of project management and new product development, and puts forward an optimization scheme suitable for the improvement of the new product development project management of Lenovo Company. It means adopting agile development scheme, establishing project development cost control point, optimizing organizational structure, and establishing perfect project management supervision and feedback mechanism. Finally, based on the current situation of Lenovo ‘s new product development, this paper proposes the guarantee measures for the smooth implementation of the new product development project management optimization plan, namely, talent guarantee, development and innovation awareness, risk control awareness, and management awareness in strengthening cultural construction, so as to ensure the smooth implementation of new product development project management.

Retail Product Development and Brand Management Collaboration between Industry and University Student Teams

Katherine Emma Carroll 한국마케팅과학회 2010 마케팅과학연구 Vol.20 No.3

This paper describes a collaborative project between academia and industry which focused on improving the marketing and product development strategies for two private label apparel brands of a large regional department store chain in the southeastern United States. The goal of the project was to revitalize product lines of the two brands by incorporating student ideas for new solutions, thereby giving the students practical experience with a real-life industry situation. There were a number of key players involved in the project. A privately-owned department store chain based in the southeastern United States which was seeking an academic partner had recognized a need to update two existing private label brands. They targeted middle-aged consumers looking for casual, moderately priced merchandise. The company was seeking to change direction with both packaging and presentation, and possibly product design. The branding and product development divisions of the company contacted professors in an academic department of a large southeastern state university. Two of the professors agreed that the task would be a good fit for their classes – one was a junior-level Intermediate Brand Management class; the other was a senior-level Fashion Product Development class. The professors felt that by working collaboratively on the project, students would be exposed to a real world scenario, within the security of an academic learning environment. Collaboration within an interdisciplinary team has the advantage of providing experiences and resources beyond the capabilities of a single student and adds “brainpower” to problem-solving processes (Lowman 2000). This goal of improving the capabilities of students directed the instructors in each class to form interdisciplinary teams between the Branding and Product Development classes. In addition, many universities are employing industry partnerships in research and teaching, where collaboration within temporal (semester) and physical (classroom/lab) constraints help to increase students’ knowledge and experience of a real-world situation. At the University of Tennessee, the Center of Industrial Services and UT-Knoxville's College of Engineering worked with a company to develop design improvements in its U.S. operations. In this study, Because of the partnership with a private label retail brand, Wickett, Gaskill and Damhorst’s (1999) revised Retail Apparel Product Development Model was used by the product development and brand management teams. This framework was chosen because it addresses apparel product development from the concept to the retail stage. Two classes were involved in this project: a junior level Brand Management class and a senior level Fashion Product Development class. Seven teams were formed which included four students from Brand Management and two students from Product Development. The classes were taught the same semester, but not at the same time. At the beginning of the semester, each class was introduced to the industry partner and given the problem. Half the teams were assigned to the men’s brand and half to the women’s brand. The teams were responsible for devising approaches to the problem, formulating a timeline for their work, staying in touch with industry representatives and making sure that each member of the team contributed in a positive way. The objective for the teams was to plan, develop, and present a product line using merchandising processes (following the Wickett, Gaskill and Damhorst model) and develop new branding strategies for the proposed lines. The teams performed trend, color, fabrication and target market rese arch; developed sketches for a line; edited the sketches and presented their line plans; wrote specifications; fitted prototypes on fit models, and developed final production samples for presentation to industry. The branding students developed a SWOT analysis, a Brand Measurement report, a mind-map for the brands and a fu...

기업가지향성, 신제품개발요인 및 신제품성과의 구조적 관계:중소제조기업을 중심으로

나상균 ( Sang Gyun Na ),나안균 ( An Gyun Na ) 대한설비관리학회 2010 대한설비관리학회지 Vol.15 No.3

In this study, an analysis was performed to examine relationship among such preceding conditions for new product development as entrepreneurship orientation, new product development factors and new product performance on the basis of empirical studies on new product development by medium-sized manufacturing companies. The outcomes of the analysis could be summed up as follows: First, the analysis found that the entrepreneurship orientation is exerting influence upon the factors of new product development, implying that the pursuit of entrepreneurship orientation might exercise impact on the factors of new product development. The intensification of entrepreneurship may thus be regarded as extremely important in promoting entrepreneurship orientation in order for enterprises to upgrade the executing level of new product development factors. Second, it was revealed from the analysis that the new product development factors have influence upon product innovation performance as new product performance, which implies that the executing level of new product development factors may be differentiated from that of competitors and highly innovative products can thus be offered to clients. Third, in the analysis, new product development factors are found to have effects upon product development performance. This suggests that systematic management of new product development factors is an important element in performing new product development effectively and determining the way of new product development performance.

중소기업의 신제품 개발 성과결정요인에 관한 연구

김호(Ho Kim),김병근(Byung-Keun Kim) 대한경영학회 2015 大韓經營學會誌 Vol.28 No.11

한국의 중소기업이 가진 기술혁신역량은 경쟁력향상에 유효한가?: 제품과 공정개발역량을 중심으로

오세구 ( Oh Segu ),이상빈 ( Lee Sangbin ),황성권 ( Hwang Seonggwuen ) 한국비교경제학회 2022 비교경제연구 Vol.29 No.1

기업에게 4차 산업혁명이 의미하는 바는 신제품이나 서비스 개발에 있어 관련 기술의 급속한 발전으로 인해 미래의 신제품개발이 과거보다 더욱 어려워질 것이라는 점이다. 따라서 기업은 급변하는 환경변화에 능동적으로 대처할 수 있는 기술혁신역량을 갖추어야 한다. 또한 이러한 기술혁신역량은 제품 및 공정분야의 혁신을 통해 기업의 경쟁력을 높일 수 있을 때만 가치가 있다. 본 연구에서는 국내 중소기업이 보유한 기술혁신역량(R&D역량, 기술축적역량, 기술혁신체제)이 제품개발 및 공정개발역량을 통한 경쟁력 향상에 미치는 영향을 조사하였다. 설문지를 이용한 실증분석 결과 우리나라 중소기업의 R&D역량은 제품개발역량이나 공정개발역량에 영향을 미치지 않는 것으로 나타났다. 이는 한국 중소기업이 아직 자체 제품을 개발할 R&D역량이 부족하다는 것을 의미할 수 있다. 그러나 기술축적역량의 경우 제품개발역량에 긍정적인 영향을 미치는 것으로 나타났다. 현재는 OEM이나 원도급업체가 제안한 대로만 제품을 개발하고 있지만, 향후 기술축적이 진행되면 자체 제품개발도 가능할 것으로 기대된다. 마지막으로 기술혁신체제는 제품개발역량과 공정개발역량 모두에 유의한 영향을 미치는 것으로 밝혀져 한국의 기술혁신 관리체제가 잘 구축되어 있음을 확인할 수 있었다. 또한 제품개발역량과 공정개발역량이 기업의 경쟁력 강화에 강한 영향을 미치는 것으로 나타났다. 특히 공정개발능력이 제품개발능력보다 유의하게 큰 계수를 보였다. 이는 신뢰할 수 있는 프로세스가 한국 중소기업 경쟁력의 중요한 요소임을 확인시켜주었다. What the 4th industrial revolution means for companies is that the development of new products in the future will be more difficult than in the past due to the rapid development of related technologies in the development of new products or services. Therefore, companies need to possess technological innovation capabilities to actively cope with rapidly changing environmental changes. In addition, this technological innovation capability has value only when it can improve the competitiveness of a company through innovation in product and process areas. In this study, the effect of technological innovation capabilities (R&D capability, technology accumulation capability, technological innovation system) possessed by Korean small and medium-sized enterprises (SMEs) on their competitiveness improvement through product development and process development capabilities was investigated. As a result of empirical analysis using the questionnaire, it was found that the R&D capability of small and medium-sized manufacturing industries in Korea did not affect product development capability or process development capability. This may mean that Korean SMEs still lack R&D capabilities to develop their own products. However, in the case of technology accumulation capability, it appears that it has a positive effect on product development capability. Currently, products are developed only as suggested by OEMs or original contractors, but it is expected that they will be able to develop their own products if technology accumulation is advanced in the future. Finally, the technological innovation system was found to have a significant effect on both product development capacity and process development capacity, confirming that Korea has a well-established management system for technological innovation. In addition, product development capability and process development capability were found to have a strong influence on the strengthening of competitiveness of a company. In particular, process development capability showed a significantly larger coefficient than product development capability. This confirms that reliable process is an important element of competitiveness for SMEs in Korea.

신제품개발을 위한 제품디자인 개발의 주요 요인과 상품화 실현과의 관련성 연구

김영석(Young Seak Kim) 한국디자인문화학회 2013 한국디자인문화학회지 Vol.19 No.3

본 연구는 신제품개발을 위한 제품디자인 개발의 주요 요인과 상품화 실현과의 관련성을 실증적으로 고찰하는 데 목적이 있었다. 이를 위해 제품디자인 개발의 주요 요인을 제품디자인 조직개발과 운영, 타부서와 협력관계, 아이디어 창안 프로세스의 운영, 디자이너 사고와 역량, 제품디자인 개발과정의 운영이란 5가지 요인을 독립변수로 설정하고, 차별화된 고부가가치 상품화를 종속변수로 설정하여 모형을 구축하고, 설문지에 의한 자료를 바탕으로 가설검증을 실시하였다. 그 결과 다음과 같은 세 가지 결론을 얻었다. 첫째, 신제품개발에서 차별화된 상품실현의 영향요인은 ‘제품디자인 조직개발’, ‘타부서와의 협력관계’,‘디자이너 사고와 역량’, ‘제품디자인 개발과정의 운영’요인으로 나타났으며, ‘아이디어 창안기법의 운영’은통계적으로 유의하지 않게 나타났다. 둘째, 신제품개발에서 고부가가치 상품실현의 영향 요인은 ‘제품디자인 조직개발’, ‘타부서와의 협력관계’, ‘디자이너 사고와 역량’ 요인으로 나타났으며, ‘아이디어 창안기법의 운영’과 ‘제품디자인 개발과정의 운영’요인은 통계적으로 유의하지 않게 나타났다. 셋째, 신제품 디자인 개발 요인 중 차별화된 고부가가치 상품화 실현에 우선적으로 영향을 미치는 요인은 ‘디자이너의 사고와 역량’ 요인과 ‘제품디자인 조직개발 및 운영’ 요인으로 나타났다. 이에 비해 ‘아이디어 창안기법의 운영’ 요인이나 ‘제품디자인 개발과 정의 운영’ 요인은 다른 요인보다 상대적으로 적게 영향을 미치거나 비(非)유의적인 것으로 나타났다. 이러한 결과를 통해 차별화된 고부가가치의 상품실현을 위해 무엇보다도 ‘디자이너의 사고와 역량’ 요인과 ‘제품디자인 조직개발 및 운영’ 요인을 중심으로 제품디자인 개발에 대한 전략적 방안을 강구해야 한다고 생각된다. 본 연구의 시사점은 신제품개발 과정에서 제품디자인 개발의 주요 요인을 고려하여 상품화 실현을 확보하는 데 유용한 정보가 될 수 있으며, 아울러 제품디자인 개발에 영향력이 있는 핵심 요인을 파악하여 상품화 실현의 전략적 방안을 강구하는 데 참고 자료가될 수 있다고 생각된다. 마지막으로 본 논문의 한계점은 연구대상 산업의 미분류와 표본수의 제한으로 결론을 모든 산업으로 일반화하기에는 다소 무리가 있다. 따라서 향후의 연구과제로 많은 수의 표본으로 연구대상을 확대하여 산업별 제품디자인 개발의 영향요인을 분석할 필요가 있다. This study intended to take an empirical consideration of relationships between the major factors of product design development for new product development and the realization of commercialization. For this, following 5 major factors of product design development were established as independent variables, i.e. development and operation of product design organization, cooperation with other departments, operation of idea creation process, designers` thought and competence, and operation of product design development; differentiated high value commercialization was established as a dependent variable, and then a model was built. Hypothesis verification was conducted on the basis of data obtained from questionnaires. As a result, 3 conclusions are drawn as follows; First, factors of differentiated commercialization in new product development were shown in following order; ``Development of product design organization``, ``Cooperation with other departments``, ``Designers`` thought and competence`, and ``Operation of product design development`` while ``Operation of idea creation process`` was not shown statistically significant. Second, factors of high value commercialization in new product development were ``development of product design organization``, ``cooperation with other departments``, and ``designers`` thought and competence` while ``operation of idea creation process`` and ``operation of product design development`` were not found statistically significant. Third, factors preferentially affecting differentiated high value commercialization among those in new product development were ``designers`` thought and competence` and ``development and operation of product design organization``. In comparison, ``operation of idea creation process`` and ``operation of product design development`` were relatively less influential or insignificant than other factors. Accordingly, it is required to devise a strategic method for product design development with focus mainly on ``designers`` thought and competence` and ``development and operation of product design organization`` in order to realize differentiated high value commercialization. It is believed that implications of this study can be useful information to secure realization of commercialization by considering major factors of product design development in the course of new product development and also can be reference data to seek for strategic method to realize commercialization by grasping core factor with influence over product design development. Finally, it is somewhat unreasonable to generalize conclusion of this thesis to all the industries due to its restrictions arising from non-classification of industries and limitation on samples. Therefore, subsequent researches are required to analyze influence factors of industry-wise product design development through much more samples in the future.

벤처기업의 제품개발 전략 실행과 제품개발 성과간의 관계에서제품 혁신성의 매개효과 검증

윤현중 한국벤처창업학회 2018 벤처창업연구 Vol.13 No.4

This study examines the mediating effect of product innovation on the relationship between product development strategy implementation and product development performance of business ventures. The previous researches on product development has mainly focused on the role of venture firms' technological capabilities or that of entrepreneurship in product development. Although there are many important discussions related to the product development of business venture, a more discussion on the relationship between product development strategy implementation and performance of product development is needed. The purpose of current study is to examine the relationship between the entrepreneurial orientation and the R&D department on product development performance. To confirm the model of Day & Wensley(1988) that product novelty mediates the relationship between product development strategy and product development performance. The research results of 703 Korean business ventures suggest that the implementation strategies for product development such as utilizing entrepreneurial orientation and R&D department are more effective for business ventures in terms of product development performance. Also product novelty was prove to be a mediator that intervene the relationships between implementation of product development strategy and product development performance. Those findings may provide implications for whom has interested in the relationship between entrepreneurship and product development performance of business ventures. The differences in between new and existing product performance from the implementation strategy of product development may provide implications for practitioners who understand the process of product development. 본 연구는 벤처기업의 제품개발 전략 실행과 제품개발 성과간의 관계에서 제품 혁신성의 매개효과를 검토하고 있다. 벤처기업의 제품개발과 관련된 기존 연구들은 주로 벤처기업의 기술력에 초점을 맞추어 보유한 기술 수준과 연구개발 투자가 어떻게 제품개발 성과를 증대시키는 지에 주목하고 있으며, 최근 연구들은 조직수준에 형성된 기업가정신이 제품개발 성과에 어떠한 영향을 미치는 지에 대해 논의하고 있다. 비록 벤처기업의 제품개발과 관련된 많은 중요한 논의들이 형성되어 있지만, 제품개발 전략을 실행하기 위한 연구개발 기능 분화가 어떻게 이루어져야 제품개발 성과가 높은지에 대한 논의는 부족하며, 조직수준에 형성된 기업가정신이 어떠한 과정을 거쳐 제품개발 성과를 달성하게 하는지에 대한 설명 또한 부족하다. 이에 본 연구는 한국의 벤처기업을 대상으로 조사한 설문조사 자료를 이용하여, 벤처기업의 연구개발 기능 분화로 나타난 연구개발 부서의 존재와 벤처기업에 형성된 기업가적 지향성이 제품개발 성과에 미치는 정(+)의 효과를 살펴보았으며, Day & Wensley(1988) 모형을 적용하여, 제품개발 전략 실행과 제품개발 성과간의 관계를 제품 혁신성이 매개하는 지를 확인하였다. 한국의 중소 벤처기업을 대상으로 수집한 703개 자료를 분석한 결과, 연구개발 부서의 기능 분화 및 기업가적 지향성 수준과 같은 제품개발 전략 실행이 제품 혁신성에 정(+)의 영향을 미치는 것으로 나타났으며, 제품 혁신성은 제품개발 전략 실행이 제품개발 성과에 미치는 영향을 대체로 매개하여 성과로 연계되는 것으로 나타났다. 특히 기존제품 개발의 경우, 연구개발 부서를 통한 제품개발 전략실행이 제품 혁신성을 높여 제품개발 성과를 높이는 것으로 나타났으며, 신제품개발의 경우 기업가적 지향성이 제품 혁신성을 높여 제품개발 성과를 높이는 것으로 나타났다. 이러한 분석결과는 벤처기업의 제품개발 전략 실행과 제품개발 성과에 관심을 가진 연구자들과 제품개발 전략이 제품개발 성과로 나타나는 과정을 파악하고자 하는 실무자들에게 시사점을 제공할 것이다.

지속적 신제품개발 의도 형성에서 지식 네트워크의 매개효과 분석

원동환 한국경영컨설팅학회 2019 경영컨설팅연구 Vol.19 No.1

Developing new products for manufacturers is a key factor in creating competitive advantage in the market. It is necessary to continuously develop new products in order to actively respond to the market's consumer reaction and technological change and to have an edge over competitors. New product development is a major topic of study in the field of management strategy. The previous research mainly dealt with exploring the process of developing new products focusing on technology and analyzing the leading factors influencing new product development. Since the rate of technological change has increased, it has become difficult for a certain company alone to deal with the new product development process. Thus, the phenomenon of absorbing the information and resources necessary for acquiring new technology and developing new products centering on the knowledge network has emerged. The purpose of this study is to examine the factors influencing the intention to continue developing new products, focusing on the mediating effect of the knowledge network. Seven hypotheses were established and 105 samples were tested using structural equation model. The results of the analysis showed that both developmental usability and development effort did not affect the continuous intention of development. However, both factors had a positive effect on the knowledge network, and the knowledge network also positively influenced the development intention. In addition, the knowledge network has a full mediating effect in the path of development usability and development effort to the continuous development intention. This suggests that efforts to develop new products focusing on knowledge networks are necessary. 제조업체에게 신제품개발은 시장의 경쟁우위를 창출하는데 주요한 요인이다. 시장의 소비자 반응과 기술변화에 능동적으로 대응하고 경쟁자와 비교한 우위를 점하는데 지속적인 신제품개발 노력이 필요하다. 신제품개발은 경영전략 분야에서 다수 다루어진 연구 주제이다. 기존 연구는 주로 기술 중심의 신제품개발 과정을 탐구하고 신제품개발에 영향을 미치는 선행요인을 분석하는데 주목하였다. 이후 기술변화 속도가 증가하면서 이에 대응하는 신제품개발 과정을 한 기업이 부담하기 어려운 상황이 도래하였다. 이에 지식 네트워크를 중심으로 신기술 습득과 신제품개발에 필요한 정보와 자원을 흡수하는 현상이 등장하였다. 본 연구는 이러한 지식 네트워크의 매개효과를 중심으로 신제품개발 지속의도에 영향을 미치는 요인을 살펴보는데 목적으로 두었다. 7개의 가설을 수립하고 105개의 제조업체를 대상으로 구조방정식모형을 사용하여 실증분석을 하였다. 분석결과 개발유용성과 개발노력은 모두 개발지속의도에 영향을 주지 못하는 것으로 나타났다. 그러나 두 요인 모두 지식 네트워크에는 긍정적 영향을 주었으며, 지식 네트워크 역시 개발지속의도에 긍정적 영향을 미쳤다. 또한, 지식 네트워크는 개발 유용성과 개발노력이 개발지속의도에 이르는 경로에서 완전매개효과를 나타냈다. 이로써 지식 네트워크를 중심으로 한 신제품개발 노력이 필요하다는 점을 시사점으로 제시하였다.

신제품 공동 개발 시 공급자의 전략이 신제품 개발성과에 미치는 영향에 대한 연구

황선일,서응교 한국유통과학회 2017 유통과학연구 Vol.15 No.9

Purpose – In the joint development of new products, buyers and suppliers exchange information to solve various problems. Uncertainty and ambiguity are typical examples. Uncertainty refers to the lack of information to solve the problem, and equivocality refers to the case where the information is interpreted in multiple processes in the process of providing the information. These uncertainty and equivocality cause new products to be delayed in their development and adversely affect quality. However, unfortunately, there is a lack of researches on how the uncertainty and equivocality of such concepts control the results of new product joint development. But, smooth communication and effective exchange of information is not emphasized only in the general organization. The importance of the new product joint development projects to achieve the two organizations’ common goals becomes even greater. The purposes of this study are to analyse the effect of supplier’s strategy on the NPD performance and moderating effect of uncertainty and equivocality. Research design, data, and methodology – In order to make a contribution to the lack of academic researches in Korea, this study collects data through questionnaires based on organizational information processing theory and previous studies, and conducts empirical analysis. Results – As a result, the product modularization strategy and the strategic supply chain relationship positively influenced the new product development performance - return on investment and ease of manufacturing. And the interaction effect of uncertainty and equivocality with supplier’s strategy – product modularity strategy and strategic supply chain management relationship - reduces or negates the influence of product modularization strategy on new product development performance. Conclusions – This implies that it is important to control uncertainty and equivocality in order for the supplier strategy to have a positive effect on new product development performance. It also emphasizes the necessity of sharing information appropriately for companies that do not want to share the information as possible due to their fear of loss of competitive advantage in the joint development of new products. Because this kind of negative policy might let uncertainty and equivocality be happen in new product joint development process.