新產品開發不但是企業重要的價值創造活動之一，也是企業賴以維持持久競爭優勢的必要手段。隨著消費者需求及偏好的改變，新科技的發展，產品生命週期的縮短，目前市場上現有產品將逐漸為新產品所取代，若公司不從事新產品的發展，其所冒的經營風險將愈來愈大。管理階層對資源的承諾，關係著產品的獲利力及企業在新產品開發之成績，然而新產品的失敗率高達80%，管理者如何將有限的資源妥善規劃與配置，運用有限的資源與內外部環境配合，進而創造較佳之績效展現？卻是相關文獻中較少探討之課題。本研究以此為研究動機，試圖由過去學者所提出的理論整理出一個資源投入程度對新產品開發績效調和作用影響之模型，配合實證的方式來驗證這些假設，並提出以下二項主要之研究目的：首先探討市場特性、核心能力、組織策略及組織文化，對新產品開發績效之影響。其次探討新產品專案資源投入程度對前述自變數與新產品開發績效間關係之調和影響。

本研究主要探討新產品開發專案發展過程中，內外在因素對新產品開發績效之影響。依據四項組織之內、外部因素：市場特性、核心能力、組織策略及組織文化對新產品開發績效之影響做出假設1-4；而投入程度對前述四項組織內外部因素與新產品開發績效間關係之調和影響則做出假設6-8。

本研究的母體是以中華徵信所所公布的5000大企業為主要調查對象，採取分層隨機抽樣，分為五層以亂數表選取之，共計發放500份問卷，問卷詢問對象為公司之新產品專案負責人或研發部門主管，並以公司為單位一家廠商寄出一份樣本。回收之有效問卷為80份，問卷之有效回收率為16%。

研究結果發現市場特性、核心能力、組織策略及組織文化的確會對新產品開發績效產生影響；且資源投入程度對前述四項組織內外部因素與新產品開發績效之關係亦有顯著之調和影響。鑑於此結果，本研究鼓勵台灣企業，掌握自身的核心能力並制定明確的競爭策略，同時建立與維持支持創新的組織文化，配合適當的資源投入，將可以由新產品開發活動中創造價值、支持企業之永續經營及維持持久競爭優勢。

New product development project is an important value-adding activity, and it can help firms to maintain competence. Recently, with the consumer demands changing and new technology development, product life cycle become shorter. The current product in the market will be replacement by the other new products sooner. Besides, 80% NPD projects failure in the beginning stage, it’s difficult to allocate limitary resource. Although the increasing importance of resource input decisions, little has been done in the literature in examining the relationships among the internal and external determinants, the resource input decisions, and the NPD performance. Therefore, through extensive literature review this study providing an integrative research framework to identify the key determinants and to examine the relationships among these determinants and NPD performance. Hypotheses were proposed and then examined through an empirical study.

The population in the study is the top 5000 firms of Taiwan listed in the China Credit Information Service Incorporation. A random stratified sampling method was used to select 100 firms in each of the five levels. 500 questionnaires were mailed. Of the 500 questionnaires mailed, 95 responses were received and 15 of them were incomplete. The remaining 80 valid and complete questionnaires were used for the quantitative analysis. It represents a useable response rate of 20%.

The major finding of this study include: Firstly, the results of the multiple regression analysis show support for the direct effects of market characteristics and core competence on the NPD performance. Secondly, the results of ANOVA analysis indicate that which firm choosing first-to-market strategic has great NPD performances than the firm choosing second-to-market, cost minimization, and market segmentation strategic. And which firm with entrepreneurial organization culture has great NPD performances than the firm with competitive, bureaucratic, and consensual organization culture. Thirdly, the results of the T-test shows that the effect of market characteristics on NPD performance, and the effect of core competence on NPD performances are significantly higher when resource input is high rather than when it is low. Finally, the results of ANOVA analysis indicate that resource input has significant moderate effect on the relationship of strategic on NPD performances, and the relationship of organization culture on NPD performances.

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