新產品開發 (New Product Development, NPD) 攸關著企業的永續發展，無論是中小企業或是大型企業無不投入資源來開發下一代的新產品，而隨著全球化市場競爭與國際環保法規的要求，對於產品的訴求加入了更多的元素，除了原本對功能、品質、成本及開發時間的控制之外，更增加了環保及健康安全的考量，使得新產品開發於結構上產生了複雜的相互影響關係，對化工產品來說，更容易受到國際環保法規的制約，使原料使用上受到限制，如何在符合國際環保法規要求的同時又對原本產品功能、品質、成本及開發時間均衡的控制，是未來化工新產品開發的挑戰。
本研究在相關文獻的探討之中從NPD與知識管理 (Knowledge Management, KM) 著手，探討兩者之間的關係，從文獻中發現知識整合 (Knowledge Integration, KI) 對於新產品開發的成效較為直接且明顯，並且對企業經營來說，如何創造價值是新產品開發最為根本的目的，因此本研究探討個案J公司如何透過知識整合來提高NPD的成效，並且發展NPD的知識價值鏈 (Knowledge Value Chain, KVC)，作為日後知識價值發展的策略基礎。
在文獻中得知許多知識管理相關研究的最終評核，都會使用平衡計分卡 (Balance Scorecard, BSC) 做為工具，但在BSC的眾多指標中如何找到合適的關鍵指標需要與策略有高度的關聯性，因此以德國西門子公司所開發出的知識計分卡 (Knowledge Scorecard, KSC) 來協助本研究找出NPD策略性關鍵指標。

New Product Development (NPD) is vital to the sustainable development of an enterprise. With the global market competition and international environmental protection regulations. In addition to NPD of function, quality, cost and development time, still need to consider environmental protection, health and safety issues of the product, making NPD more complicated in structure.
For chemical products, international environmental protection regulations restrict to use of some raw materials. How to meet the requirements of international environmental protection regulations and develop good function products in the same time period. That's a big challenge in the future. In the discussion of related literature, this research starts with NPD and Knowledge Management (KM). From the literature, we can find that Knowledge Integration (KI) is a more direct effect on NPD. How to create financial value is the most objective of NPD. Therefore, this study explores how J company can improve the effectiveness of NPD by knowledge integration and develop the Knowledge Value Chain (KVC) for creat NPD value., as a strategic basis for the development of knowledge value in the future.
The article argues that how to let knowledge create value and better integration, need purposefully to follow the internal process, such as the Balanced Scorecard (BSC) tool. Thus, we can find the critical indicators and they usually require a high strategic relevance. Therefore, the Knowledge Scorecard (KSC) was developed by Siemens AG which could be used to assist the study in identifying key strategic indicators for improving the NPD performance.

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