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.

While the necessity of closing the marketing capabilities gap is an important issue, little is known about the mechanisms that enable firms create and refine marketing capabilities to market new products. Although it is suggested that market knowledge enables firms to create and refine marketing capabilities, little is known about why some firms are better at generating market knowledge or the extent market knowledge development impacts marketing capabilities. We advance the literature by showing that the development of market knowledge through internal processes is not sole or main foundation, external ties are also required to facilitate closing the marketing capabilities gap. Building on the literature on organizational ambidexterity, relational governance, and positional advantages, we examine the extent that external ties facilitate the effect of the firm’s market knowledge development processes (MKD) on exploratory and exploitative marketing capabilities. We use the positional advantage principle (Day & Wensley, 1988) to uncover the path that exploratory and exploitative marketing capabilities drive new product success through. Data from a sample of 169 industrial firms using a multi-informant design shows that the interplay between MKD and external ties provide the foundation to build exploratory and exploitative marketing capabilities to successfully market new products. Given the differences in the nature (e.g., goal convergence, longevity) and knowledge embedded in business and political ties, we draw attention to the different impacts that business and political ties have in helping to build exploratory and exploitative marketing capabilities. Our findings reveal that business ties promote the positive effect of MKD on exploitative marketing, indicating that business ties promote a firm’s capacity to improve its existing marketing routines. Political ties, however, enhance the positive effect of MKD on exploratory marketing, indicating that political ties provide support required to create new marketing initiatives (e.g., new distribution channel). Further, we show that distinct positional advantages, differentiation and cost efficiency, help explain how exploratory and exploitative marketing capabilities may be more or less effective in driving new product success. Our results suggest that while both new product differentiation and cost efficiency are significant drivers of NPP, their antecedents are different. Hence, achieving fit between the preferred positional advantage(s) and the type of marketing capabilities represents a critical determinant of new product success.

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).

Vertical alliances for collaborative new product development in interfirm relationship have been an ongoing theme of strategy and marketing research to cope with fast changing environments, and to continuously innovate in the marketplace. However, no study has yet examind both direct and indirect effects of vertical alliances on new product performance under high technology turbulence. As alliance partners seek to enhance their collaboration and performance, the relational nature of business relationships and structural network positions can influence firm innovativeness and subsequent new product performance. Using survey data of 146 firms collected in Turkey, this study shows that while firms form stronger cooperation under conditions of high technology turbulence, the impact on firm innovativeness and new product performance is contingent upon network positions and information exchange. The findings indicate that indirect effects of vertical alliance portfolio and information exchange enhance new product performance through firm innovativeness. Vertical relationship structures facilitate firm innovativeness with enhanced exploration but may not have a positive direct effect on new product performance. Furthermore, the effect of information exchange on new product performance is contingent upon information exchange which enhances firm innovativeness.

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.

Kano model offers an effective way to understand customer requirements strategically Thus, the integration of Kano model and QFD can reflect customer requirements more effectively in designing new product. Most of previous studies on the integration have been focused customer attributes, but engineering characteristics are used at the final stage of new product design. It is proposed that how to classify engineering characteristics into Kano's elements and how to use the classified results in new product development process in this thesis. A case example is included to explain the proposed method.

최근 차량용 Navigation은 우리나라에서 급속도로 발전하는 Emerging Market으로 실시간 교통정보와 DMB TV, 영화, 음악, 게임 등 다양한 복합기능을 추가하면서 Car Infotainment(Information & Entertainment) 핵심 기기로 진화해가고 있다. 반면 시장진입에 따른 기술 장벽이 낮고 경쟁이 치열한 상황에서 제품디자인 차별화가 중요한 요소로 부각되고 있다. 이에 본 사례연구에서는 A/V 전문기업 인켈이 「와이드터치(WideTouch)」라는 신규 브랜드로 차량용 Navigation 시장에 진출한 사례를 중심으로 선행 수요자 니즈 조사를 통한 Concept 발굴과 신세대 및 중 장년층, 여성 Targe시장 세분화에 의한 디자인 차별화 전략 및 그 성공 요인을 분석하였다.

제조업체의 성공은 고객의 요구를 파악하는 능력과 이들 요구를 만족시키면서, 얼마나 최소비용을 투자하여 제품화를 신속히 개발하는가에 달려있다. 기업의 목표를 달성하기 위해서 제조 판매 및 마케팅 그리고 제품 디자인 및 개발기간과 같은 여러 요소들이 복합적으로 적절히 조화를 이루어야만 한다. 이 논문에서는 여러 요소 중 신제품 개발기간에 초점을 맞추어 현재 각 기업에서 많이 사용되고 있는 6시그마 기법을 적용하여 새로운 제품의 개발기간을 단축시키기 위한 방법론을 제시한다.

This paper considers a set of project management practices for government R&D projects, enterprise R&D projects and new product design project. The approach of managing multi-project is proposed by the use of organizational structure and control.

3D Modeling Solution can reduce projecting error and also make possible to design visually, so that it can minimize human resources. On the other hand, it has defects of operating difficulties caused by too much complex function, thus it consequently prevent user from prompt handling. According to this paper, the developed party S/W will help that user can construct the parts easily, can let everybody use 3D modeling solution readily, and make fast development of new product. This software will carry out prompt development of new product and derive satisfaction of customers from high quality. Also, saving time and expense naturally raise competitive power in consequence.

3D Modeling Solution can reduce projecting error and also make possible to design visually, so that it can minimize human resources. On the other hand, it has defects of operating difficulties caused by too much complex function, thus it consequently prevent user from prompt handling. According to this paper, the developed party S/W will help that user can construct the parts easily, can let everybody use 3D modeling solution readily, and make fast development of new product. This software will carry out prompt development of new product and derive satisfaction of customers from high quality. Also, saving time and expense naturally raise competitive power in consequence.

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.

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.

최근 들어 게임 사용자들의 욕구가 점점 다양해지고 있지만, 국내 게임제작사들의 신상품개발은 여전히 제작자 관점에서 행해지고 있다. 게임제작사들의 이와 같은 제작자 중심의 상품개발은 거시적으로 게임문화의 다양성을 저해할 뿐 아니라, 게임제작사 자신도 과다경쟁으로 건전한 수익기반을 잃게 될 위험이 크다. 이러한 차원에서 본 연구의 방향을 게임제작사들이 게임사용자 관점에서 사용자들의 욕구를 게임제작에 과학적으로 반영할 수 있는 컨조인트 분석을 소개하는데 중점을 두었다. 컨조인트분석을 직접 한국의 게임사용자들에게 적용하여, 컨조인트 분석을 통해 어떻게 사용자들이 선호하는 게임을 찾아낼 수 있는 가를 보여주었다. 컨조인트 분석결과 한국의 게임 사용자들은 시뮬레이션 게임, RPG 게임, 아케이드 게임의 경우 "다양성 측면"을 가장 중요시하는 것으로 나타났으며, 온라인 게임인 경우 "시나리오"를 가장 중요시하는 것으로 나타났다. 또한 "조작의 간편성"등 사용의 편리성에 대한 욕구도 강한 것으로 나타났다.