The new businesses started by the companies usually results in being unsuccessful. The main reasons for that are either aiming targeting wrong customers, unsatisfaction of customers’ requesting quality standards, or taking wrong actions against the competitors in the market. Therefore, companies should aim the targets for the newly developing products based on the fulfilling values for the customers when they start the new businesses, and should take good cares for risk managements at the each step of the new business to prevent the failure in advance. In addition to that, the companies starting new businesses not only need to take the customers attributes (CA) into account, but they also should apply the new technologies as one system to initiate a new business to satisfy the basic wants of the customers. This article suggests the New Product Development Pursuing Model using the Indicative Planning methodology and the Quality Management tools. The New Product Development Pursuing Model would be completed by the following steps as below; 1. Drawing the CTQ (Critical To Quality) for setting up the new product development objectives by : i) using the VOC (Voice Of Customers) obtained by the QFD (Quality Function Deploypment) if the market is mature, ii) applying AHP (Analytic Hierarchy Process) to information in the QIS (Quality Information System) if the market is unmature to get enough need information of the customers. 2. Risk Management in NPD : The NPD pursuing model consisted of the IP (indicative planning) is suggested not by the process of top-down-way mandatory planning process, but by the tools used in the administrative science and economic fields, namely by governance. The companies could apply innovative methodology for new products development processes to fulfil the customers satisfaction in the fields, through the CA (Contingency Approach) of the NPD (New Product Development) process.

차량산업의 기술 패러다임이 소비자의 편의 및 안전기능의 증가와 기술융합 (Convergence)과 더불어 소프트웨어가 핵심적 역할을 하는 시스템기반의 융합 아키텍처 형 태로 진화하고 있다. 이처럼 소프트웨어가 핵심 혁신요소로 대두되는 환경에 따라 R&D 개 발 프로세스를 기계, 품질, 소프트웨어 등 이질적 프로세스를 통합하려는 시도가 있어왔지만, 실제 산업현장에서는 각각의 개발 프로세스가 개별적으로 운영되고 있어 이러한 혼란을 방 지하기 위한 실용적 통합 R&D 프로세스의 개발이 요구되고 있다. 본 연구에서는 프로세스 통합관련 기존 연구를 토대로 주요한 프로세스 통합 요건들을 분 석하고, 실제 차량 산업현장의 문제점 조사 및 분석을 통해 차량 전장품에 적합한 R&D 프로세스의 통합 모형 및 통합 프로세스를 제시하였다. 특히, 부품 단계에서부터 완성차 단계까 지 연결된 통합 프로세스를 개발하기 위하여 실제 산업계의 완성차와 전장품 업체에서 적용 하고 있는 개별 프로세스의 장단점을 비교 분석하였고, 전장품의 구성요소인 시스템, 소프트 웨어, 하드웨어 등 분야별 프로세스의 상관관계 연구를 통해 수행하였다. 마지막으로 본 연 구에서 제시한 통합 프로세스 모델은 현재 일부 전장품 업체에 적용되고 있으며, 모델 개선 을 위한 모니터링을 진행하고 있다.

How to manage these marketing and R&D functions is very important in the new product development (NPD) process. Which function should have more power to make more decisions? Previous study seldom touched this question. Further, according to strategic contingent theory, perceived uncertainty is very important determinant for power structure in the NPD process (Hickson, Hinings, Schneck, & Pennings, 1971). However, Pfeffer and Salancik (1978) argued that there is indeterminacy between environment and power structure. Thus, is external environmental uncertainty related to power structure in the NPD process? Resource dependence theory gives us a hint to solve this puzzle, that is, the concept of institutionalization (Pfeffer, 1981; Pfeffer and Salancik, 1978). The current study tends to adopt NPD duration reflected institutionalization (Pfeffer, 1981) to examine the moderating effect of NPD duration on the relationship between environmental uncertainty and marketing-R&D power structure in the NPD process. In general, power is defined as that the relation among social actors in which a specific social actor can potentially influence the decision to achieve his or her desire outcomes (Dahl, 1957; Emerson, 1962; Pfeffer, 1981; Salancik & Pfeffer, 1977). This definition also suggested that power is the structure in human aggregates like complex organization (Pfeffer, 1981). Thus, the power structure in the NPD process is defined as the proportion of decision making by marketing and R&D functions in the NPD process. When a NPD team faces the high market uncertainty, marketing function can gather more resources because of its special ability. A new product team has the limited resources, so another important function like R&D will have fewer resources than marketing function. Thus, our first hypothesis is that the higher market uncertainty, the more power marketing function has. R&D members have background knowledge to overcome the difficult of processing technological language and decide the main resolutions. The team will tend to allot more resources to deal with the problems of technological change as such the R&D members can buy the license of new technologies to apply it on their new products and to create the disruptive innovation like smartphones or tablets successfully. Therefore, the second hypothesis is that the higher technology uncertainty, the more power R&D function has. According to resource dependence theory, however, the relationship between environmental uncertainty and power structure does not always exist (Pfeffer, 1981; Pfeffer & Salancik, 1978). Pfeffer and Salancik (1978) indicated that the perceived environmental uncertainty of a subunit is weakly related to subunit’s power structure when an organization is highly institutionalized. When one subunit has more power than others, it tends to maintain the current power structure. So, the subunit makes rules or norm to formalize its power legally. This process is so called institutionalization (Pfeffer, 1981; Pfeffer & Salancik, 1978). In general, as time goes by, organizations will form their own social norms, and some of these norms will become the principles or rules in organizations (Pfeffer, 1981). As a result, when NPD time is long, marketing and R&D functions form norms or official rules. Then, the relationship between their perceived environmental uncertainty and power structure in the NPD process is weaker than the relation in the shorter duration of NPD. Therefore, our hypothesis is that the relationship between environmental uncertainty and power structure in the long-run project time is weaker than the relationship in the short-run project time. The current study used questionnaire survey and purposive sampling method to collect data. In order to eliminate the bias of common method variance (CMV), this study conducted multiple sources including project managers, the member charging marketing, and the member charging R&D to administrate questionnaires differently. In order to avoid selection bias, this study, moreover, asked the informants select the most recent new products developed and launched for minimum of twelve months. We sent three types of questionnaires to project managers, the member charging marketing, and the member charging R&D respectively. The current study sent questionnaires to 112 firms, and 69 firms are returned. The response rate is 61.61%. At new product level, there are 207 new product projects, and 100 firms are returned. The response rate is 48.31%. We also do tests of bias due to nonresponse which were conducted by using a comparison of early to late respondents’ all variable means (Armstrong & Overton, 1977). No evidence of a bias was found. Our variables are included market and technology uncertainty, and power structure which the left side is totally decided by marketing and the right side is totally decided by R&D. Moreover, NPD time is from star-up projects to launch it. In order to rule out other effects, we controlled industrial category, firm age, the number of marketing and R&D members involved in the NPD process, environmental hostility, and NPD process formalization. Every overall fit index in our measurement model is shown that χ(55)^2=71.5259,p-vaule=.066，χ^2/df=1.30<2, goodness of fit index=.90，adjusted goodness of fit index=.84，comparative fit index=.97，normed fit index=.87，non-normed fit index=.95, and root mean square error of approximation=.06. In general, all fit indexes in our measurement model are acceptable, and the average variance extracted (AVE), composite reliability (CR), and Cronbach’s α of all constructs are acceptable. Their ranges are .45-.70, .70-.93, and .75-.93 respectively. The overall model showed that the higher market uncertainty, the more power marketing has (β=-.279, t-value=-3.11, p-value<.050) but technology uncertainty is not significantly related to power structure. We used the mean of the NPD time as the cutting point to split short-run and long-run project time, and the mean is about one year and half in our sample. The result showed that in the short-run group the higher market and technology uncertainty, the more power marketing and R&D function have (β=-.355, t-value=-2.53, p-value<.050; β=.296, t-value=2.23, p-value<.050) . However, in the long-run group the relationship between environmental uncertainty and power structure is statistically insignificant. Additionally, in the long-run group the more NPD process formalization, the more power R&D function has (β=.277, t-value=2.33, p-value<.050). Back to the original puzzle, that is, does external environmental uncertainty determine power structure in the new product development process? The empirical evidence is shown that it is dependent on how long an organization develops new products to the market. Because the dominant subunit involved in the NPD process tends to maintain it power, it institutionalizes rules or norms to have legitimacy in the organization, and this argument is consistent with resource dependence theory (Pfeffer & Salancik, 1978). We also found that in short-run perceived environmental uncertainty are positively related to power structure in the NPD process. Consistent with strategic contingent theory’s proposition, the one subunit enable to reduce or respond external environment pressure, and it can have more power in the organization (Hickson, et al., 1971; Hinings, et al., 1974). We additionally found that in long-run group process formalization is positively related to R&D power. R&D function plays a main role in the NPD process as especially in the manufacturing industry; therefore, R&D function has much motive to maintain its power (Workamn, 1993). So R&D function can use formal rule to maintain its power when R&D function formalize the NPD process. As a consequence, formalizing the NPD process helps R&D function to gain more power in the long run. The contribution of our study is that we tested the proposition in strategic contingent theory, and the empirical evidences supported our hypotheses. Furthermore, our study also is the first study to test and find the support evidence with the institutionalization proposition in resource dependence theory. We not only explored the relationship between environmental uncertainty and power structure in the NPD process, but also extended strategic contingent theory and resource dependence theory to the NPD research. The further study can follow our definition of power structure to find what strategy marketing and R&D function will used to take back or maintain their power (Eisenhardt & Bourgeois, 1988; Li & Atuahene-Gima, 2001; Pfeffer, 1981).

It seems most important for a manufacturing company to be well aware of its relationship with suppliers. This is why it is essential to analyze and control the structural relationship among CEO's characteristics, relations between suppliers and manufacturers and new product development performances affected by such relations. The present study may be summed up as follows: First, from the analysis of characteristics of manufacturing company's CEO and relations between suppliers and manufacturers, it could be verified that CEO's characteristics exercised influence upon sharing of product development process and upon cooperation for technical manpower, but not upon sharing of core technologies, signifying the fact that nothing could be more important than the role of CEO who has strong will to improve his or her relations with suppliers; and Second, from the analysis of relations between suppliers and manufacturers as well as relations between management and new product development performances, it became evident that both management performance and product development performance were affected by sharing of product development process. It was also known that cooperation for technical development process had influence upon the product development performance but not upon the management performance. Furthermore, the analysis showed that both management performance as well as product development performance were affected by sharing of core technologies.

In this paper, we propose development of new products including the proposed process of at the customer's requirements. The success of new product development depends on customer satisfaction in the marketplace. Existing product development process, including the customer's interest was weak. In this paper, we propose development of new products which include Kano's attractive quality factor method and Timko's customer satisfaction index method. Also we verified new medical treatment of incontinence-nency which is applied to the proposed process.

In this paper, we propose development of new products including the proposed process of at the customer's requirements. The success of new product development depends on customer satisfaction in the marketplace. Existing product development process, including the customer's interest was weak. In this paper, we propose development of new products which include Kano's attractive quality factor method and Timko's customer satisfaction index method. Also we verified new medical treatment of incontinence-nency which is applied to the proposed process.

문구ㆍ팬시 업종의 생산품은 아동용품과 문구류가 대부분을 차지한다. 이러한 제품의 특성으로 인해 아동들에게 새로운 제품을 시장에 신속하게 소개하는 제품개발력이 경쟁우위의 요소가 된다. 이러한 경쟁우위 전략을 위해서는 창의적인 개념을 가지고 디자인 할 수 있는 능력과 이러한 개별적인 능력을 바탕으로 통합적인 신제품개발 전략과 시스템을 구현하는 것이 우선 과제가 될 것이다. 지금까지는 신제품개발을 단순하게 프로젝트 차원에서 각기 관리하는 방식에서 탈피하여 총체적인 신제품개발 프로세스를 분석하고 그 시스템을 구축해야 한다. 이 논문에서는 신속하고 창의적인 제품개발을 할 수 있도록 통합적 신제품개발 시스템을 구현하고자 한다.