신제품 개발과정에서의 조직간 협력이 성과에 미치는 영향

Relationships Between Organizational Integration and Market Success in the New Product Development

성공적인 신제품 개발을 위해서 신제품 개발팀은 다양한 노력을 기울여야 한다. 특히 신제품 개발활동의 전반에 걸쳐서 기업 내부 및 외부 조직들과 긴밀한 협조는 중요하다. 본 연구는 신제품 개발과정에서 신제품 개발팀과 이와 연관된 기업 내부 및 외부 조직과의 협력(또는 통합)의 수준은 어느 정도인지, 그리고 이러한 통합(또는 협력)이 신제품의 성과에 어떠한 영향을 미치는지 등에 대해 탐험적으로 살펴보고자 한다. 조사 표본은 우리나라 건설기계 산업에 종사하는 기업의 신제품을 대상으로 하였다. 분석결과, 신제품 개발팀과 주요 집단들(내부지원부서, 고객, 공급회사 등)간의 통합 수준은 전반적으로 양호하지만, 그 수준에는 차이가 있는 것 으로 나타났다. 또한 신제품 개발팀과 이들 집단과의 통합 수준은 시장성과에 의미 있는 영향을 미치는 것으로 나타났는데, 그 영향력은 집단별로 다르게 나타났다. 이러한 연구결과는 신제품 개발과정에서 신제품 개발팀과 내부지원부서, 고객, 공급회사 등과의 협력의 중요성을 보여주고 있고, 이에 대한 전반적 이해를 높이는데 도움이 된다.

Organizational integration is defined as the degree of cooperation and communication between internal and external NPD support groups and NPDteams. The influence of organizational integration has been significantly investigated alongwith the broad study of newproduct development by the number of articles in scholarly journals that focus on organizational integration as an independent or dependent variable. A product is more likely to be successfully developed andmarketedwhen organizational integration among various groups withNPD teams duringNPDprocesses is clearly understood and carefully managed. This study explores potential relationships between themarket success of new products and the degree of organizational integration among various groups such as customers, suppliers, and internal functional support groups duringNPDprocesses. This research addresses two major research questions: (1) Are there any differences or relations in organizational integration levels among various groups? (2) Does organizational integration impact newproductmarket success? The previous research describing organizational integration was used to develop the organizational integration scales. This study is based on samples of newproduct projects fromthe heavy construction equipment industries in Korea. Several important findings were uncovered during this research. Firstly, it was found that internal integration, the coordination between new product development teams and functional departments, was higher than external integrations with customers and suppliers. It was also found that the organizational integration in the post-development phase was higher than those in the predevelopment phase and the development phase. Secondly, organizational integration was found to significantly impact new product market success. Especially, external integration, the coordination between newproduct development teams and customers, was found to be significantly related to product market success. These findings suggest several important implications and recommendations for new product development managers in creating and managing organizational integration among various groups.