在資訊科技發達的今天，環境變動越來越激烈，企業所面對的挑戰也比以往更艱鉅。而價值創新是企業維持競爭優勢的不二法門，而創新最主要的具體呈現就在於新產品的推出。本研究主要探討的主體新產品開發團隊內領導型態、社會資本、 團隊成員的多樣化與新產品的模組化程度對新產品開發績效之影響。本研究經由文獻探討建立一個整合性模式，探討不同程度的導型態與社會資本和不同程度的模組化與團隊的多樣性對新產品開發績效之影響。
本研究透過皆層抽樣抽取500家製造業公司的新產品開發團隊，透過郵寄問卷的方式做調查。共收回102份問卷，有效問卷95份，回覆率20.4％。 實證結果發現參與式領導型態與銷售式領導型態相對於推銷式與授權式之領導模式對於新產品開發績效有較好的影響。而專案團隊中的社會資本與模組化程度對於某些新產品開發績效亦有正的影響。

Nowadays due to the information technology and the complicated business environment, companies are facing more competitive situations. To overcome this issue, companies try to create new products to stay competitive advantage. This study here tries to discuss NPD project team, including leadership style, social capital, diversification of team, and how new product modularity level affects the performance of the new product. This study tries to create an integrated structure to discuss above issues.
This study selects 500 manufacturing companies by hierarchy sample. This study receive 102 questionnaires, 95 of them are valid and response rate 20.4%. The study results conclude that selling and participating leadership style are more affective than delegating and selling leadership in new product development. Social capital and level of modularity of NPD new product development also has positive effects on some new product develop performance

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中文部分:
高榮奎（2002），領導風格與組織關係行為之研究，海洋大學航運管理所在職專班碩士論文。
吳萬益（2005），企業研究方法，華泰文化事業股份有限公司。