近年來，新產品開發已證實是許多企業生存或成功的重要因素，但較少的研究在探討到人力資源管理措施與新產品開發績效之間的關係，也較缺乏檢驗支持性組織文化及社會資本在上述關係中所產生之影響。因此，這篇研究嘗試去探討以下的議題。首先，我們探討人力資源管理對社會資本及支持性組織文化的影響。第二，我們探討社會資本及支持性組織文化對新產品開發績效的影響。最後，我們驗證社會資本及支持性組織文化在人力資源管理措施及新產品開發績效的關係之中所扮演的中介的角色。

本研究的調查對象是104家台灣電子產業中的企業。我們選擇此產業主要的理由除了是由於在此產業內的競爭強烈，也因為新產品開發績效對此產業有相當的重要性。研究結果證實了我們的假設。人力資源管理措施與公司內的支持性的組織文化及社會資本有正向、顯著的關係，而支持性的組織文化及社會資本與新產品開發績效亦有著正向、顯著的關係。

此篇論文的貢獻有二。首先，此研究的結果可以幫助我們解釋人力資源管理措施與組織績效的關係，特別是人力資源管理措施對新產品開發績效的幫助。我們提供了學者在研究策略性人力資源管理與組織創新時另一個新的見解。公司的策略執行者亦參考本研究的發現，藉由規劃與設計特定的人力資源管理措施以塑造一個促進創新的組織氣氛，並促進組織成員的互動來達到增強組織創新的績效。

New product development (NPD) is recognized as a critical survival factor for the organizations in nowadays. Few researches, however, focus on the perspective of human resource management (HRM) and investigate the effect from HRM practices on NPD performance. Meanwhile, scholars have limited knowledge about the roles of the organizational mechanism in terms of supportive innovation culture and social capital in the relationship between HRM and NPD performance. This study, therefore, aimed to achieve the following objectives. First, we examined the effects of HRM practices on those two organizational mechanisms. Second, the influence of those mechanisms on NPD performance was investigated. Finally, we also tested the mediating roles of those two mechanisms between the connection of HRM practices and NPD performance.

A sample of 104 Taiwanese firms at electronic industry was used to identify the linkage between constructs. We selected this industry due to its high reliance on R&D activities and its highly competitive environment. To enhance the measurement quality and reduce potential error, multiple sources were adopted to collect data. Questionnaire items on HRM practices were responded by HR managers who had appropriate knowledge level on firms’ HRM. Innovation supportive culture, social capital, and NPD performance were responded by senior managers in marketing and R&D departments who participated with extensive involvement in and had relevant knowledge about firm’s NPD program.

Results suggested that HRM practices contributed to the development of innovation supportive culture and social capital within the organization context. Meanwhile, both innovation supportive culture and social capital were significantly and positively related to NPD performance. This study also found the existence of the mediating roles of innovation supportive culture and social capital in the relationship between HRM practices and NPD performance. The contribution of HRM practice toward these two organizational mechanisms and their contribution toward organizational performance, especially NPD, can not be neglected. Our findings provide a new perspective to uncover the mechanism between HRM practices and NPD performance. Based on our findings, practitioners may design a set of appropriate HRM practices to systematically induce innovation-friendly atmosphere and effectively nurture the human interaction to improve organizational innovation.

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