团队即兴及其对新产品开发绩效的影响机制研究
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摘要
新产品开发已经成为当今企业生存和发展的关键因素，新产品开发可以是企业迅速占领市场、树立品牌、开展多元化战略，降低公司运营风险、增加产品组合，成为市场的领导者，是企业获取竞争优势的重要源泉。在外部环境相对稳定的情况下，企业可以事先清楚地了解所有新产品开发的相关活动，利用完整而明确的事前计划，在具体实施中可通过精简和优化新产品开发步骤，提早发现问题，进而可以提高新产品开发的效率。但是随着外部环境的日益改变，强调过于依赖计划与一再重复过去的经验在创新过程中的作用受到了极大的挑战。
在这种情况下，理论和实践角度普遍重视组织即兴在新产品开发中的作用。组织即兴主张新产品开发是一个很不确定的过程，且依赖的是即时的经验与弹性，而不是按部就班地执行事先拟定好的计划步骤。因此组织即兴的重点在于如何针对外部环境的变化即时且准确地应变，既强调组织成员的自发性和创意性，又强调反应的迅速，同时追求效率与弹性。因此如何开展有效的即兴行为是复杂动态环境下进行产品开发活动的关键，本文针对此方面展开研究，以期为我国企业的新产品开发实践活动提供理论参考和实践借鉴。
本文围绕“新产品开发团队如何开展即兴”这一基本问题，从以下四个方面进行破解:团队即兴行为的关键特征和结构维度如何，团队即兴如何影响新产品开发绩效，团队即兴和新产品开发绩效的关系受到哪些因素的调节以及哪些因素有助于促进新产品开发团队开展即兴活动。
本研究在对以往即兴定义回顾的基础上，采用内容分析法对其进行定量分析找到反映即兴本质的关键特征，在此基础上形成自发性、创造性和资源性三个主要结构维度，根据以往研究编制量表并予以验证，为后续开展实证研究提供了基本依据。
根据以往的理论研究，本问题提出了团队即兴对开发速度、成本效率、产品创新性和新产品成功等绩效不仅能够直接影响，而且还能够通过团队学习和团队柔性间接影响，实证调研的结果支持其直接和间接作用的假设，在此基础上提出了团队即兴对新产品开发绩效的作用路径。
本研究主要从团队层面的入手来分析可能引起团队即兴和新产品开发关系的调节变量。在对以往相关领域的理论研究分析的基础上，认为团队共享领导、团队成员开放个性、团队交互记忆系统和团队效能感等团队层面的输入和状态变量可能会发挥调节作用。实证调研结果表明，虽然在具体绩效方面略有差异，但整体上四个变量均能够发挥调节作用，因此对于这些变量的控制能够有效地改善团队即兴的有效性发挥。
本文从团队压力、团队自治、目标清晰、团队心理安全和团队共享心智方面探讨其对即兴行为的促进作用，实证调研的结果表明，整体而言这些变量都能够提高即兴的发生率，但是具体有所差异：团队自治和目标清晰的交互对团队即兴影响显著，团队压力对自发性维度的影响显著，而团队心理安全和团队共享心智则对资源性和创造性维度的影响较为显著。这些研究为进一步提升即兴发生的可能性提供了依据。
为了进一步更加全面地分析新产品开发团队即兴及其绩效影响，本文综合前面的研究，就新产品开发团队即兴、绩效以及影响因素之间的因果反馈关系构建了系统动力学模型，模拟团队即兴的动态变化规律，结果表明，在团队系统内部各因素的相互作用下即兴实现了动态变化，同时外界环境、团队基本构成、发展状态和自身能力的差异会对即兴的变化产生一定的影响。
Nowadays, new product development (NPD) has became the key for the survival and development of enterprises, because it helps the enterprise gain market share, build its brands, decrease the operation risks, promote product portfolio, and further become the market leader. In comparatively stable environment, the enterprise can understand all activities of NPD in advance, and apply beforehand plans to simplify and optimize procedures of NPD, find out problems in advance, and further promote NPD efficiency. However, with the change of environment, the enterprise faces big challenges if it only relies on the beforehand planning and the past experiences.
Under this condition, organizational improvisation has attracted much attention in NPD. Organizational improvisation theory asserts that NPD is a process with much uncertainty, and it relies on the improvisation experience and flexibility rather than the regular implementation of the planned procedures. The organizational improvisation emphasizes how to react timely and rightly to the change of the environment. That is, it attaches importance not only to the spontaneity and creativity but also to the quick responses of the members, and it also aims for efficiency and flexibility. Thus effective organizational improvisation is the key for the NPD in the dynamic environment. This dissertation aims at revealing the effects and mechanism of organizational improvisation to provide theoretical and practical implications for NPD activities of Chinese enterprises.
This dissertation answers four questions to explain how NPD team implement organizational improvisation, including what are the features and dimensions of team improvisation? How does team improvisation affect NPD performance? What are the moderators in team improvisation affecting NPD performance? And what factors can promote NPD team improvisation?
Based on the review of previous literature, this dissertation applies the content analysis to find out the key features of team improvisation, and identifies three dimensions including spontaneity, creativity and resource. The dissertation develops and verifies scales for these dimensions.
The dissertation argues that team improvisation affects NPD performance such as the speed, cost efficiency, product innovativeness, and success, not only directly, but also indirectly through team learning and team flexibility. The dissertation proposes hypotheses and collects data by survey to prove them. Based on this, the dissertation reveals the routines of team improvisation affecting NPD performance.
The dissertation explores the moderators of team improvisation affecting NPD performance from the perspective of team. The dissertation proposes that the team shared leader, the team openness to experience, transactive memory system, and team efficacy are the possible moderators. The empirical analysis results prove the moderating roles of the four factors, although there are some differences among them. This implies that the effective control of the four factors can improve team improvisation.
The dissertation analyzes the effects of team stressors, team autonomy, goal clarity, team psychological safety, and team shared mental. The empirical analysis results show that all these factors can promote the incidence of team improvisation. To be specific, team autonomy and goal clarity exert significant influences on team improvisation; team stressors exerts significant influences on the spontaneity dimension; team psychological safety and team shared mental exert significant more influences on the creativity dimension and resource dimension. These findings shed light on the further promotion of team improvisation.
Based on the above analysis, the dissertation constructs a system dynamics model of the causal relationship and the feedback relationship among NPD team improvisation, NPD performance and the influencing factors, to simulate the dynamics of team improvisation. The results show the dynamics of team improvisation under the effect of the factors inside the team, and the effects of outer environment, the composition and the development of the team, and the difference among personal capabilities on the change of improvisation.
在这种情况下，理论和实践角度普遍重视组织即兴在新产品开发中的作用。组织即兴主张新产品开发是一个很不确定的过程，且依赖的是即时的经验与弹性，而不是按部就班地执行事先拟定好的计划步骤。因此组织即兴的重点在于如何针对外部环境的变化即时且准确地应变，既强调组织成员的自发性和创意性，又强调反应的迅速，同时追求效率与弹性。因此如何开展有效的即兴行为是复杂动态环境下进行产品开发活动的关键，本文针对此方面展开研究，以期为我国企业的新产品开发实践活动提供理论参考和实践借鉴。
本文围绕“新产品开发团队如何开展即兴”这一基本问题，从以下四个方面进行破解:团队即兴行为的关键特征和结构维度如何，团队即兴如何影响新产品开发绩效，团队即兴和新产品开发绩效的关系受到哪些因素的调节以及哪些因素有助于促进新产品开发团队开展即兴活动。
本研究在对以往即兴定义回顾的基础上，采用内容分析法对其进行定量分析找到反映即兴本质的关键特征，在此基础上形成自发性、创造性和资源性三个主要结构维度，根据以往研究编制量表并予以验证，为后续开展实证研究提供了基本依据。
根据以往的理论研究，本问题提出了团队即兴对开发速度、成本效率、产品创新性和新产品成功等绩效不仅能够直接影响，而且还能够通过团队学习和团队柔性间接影响，实证调研的结果支持其直接和间接作用的假设，在此基础上提出了团队即兴对新产品开发绩效的作用路径。
本研究主要从团队层面的入手来分析可能引起团队即兴和新产品开发关系的调节变量。在对以往相关领域的理论研究分析的基础上，认为团队共享领导、团队成员开放个性、团队交互记忆系统和团队效能感等团队层面的输入和状态变量可能会发挥调节作用。实证调研结果表明，虽然在具体绩效方面略有差异，但整体上四个变量均能够发挥调节作用，因此对于这些变量的控制能够有效地改善团队即兴的有效性发挥。
本文从团队压力、团队自治、目标清晰、团队心理安全和团队共享心智方面探讨其对即兴行为的促进作用，实证调研的结果表明，整体而言这些变量都能够提高即兴的发生率，但是具体有所差异：团队自治和目标清晰的交互对团队即兴影响显著，团队压力对自发性维度的影响显著，而团队心理安全和团队共享心智则对资源性和创造性维度的影响较为显著。这些研究为进一步提升即兴发生的可能性提供了依据。
为了进一步更加全面地分析新产品开发团队即兴及其绩效影响，本文综合前面的研究，就新产品开发团队即兴、绩效以及影响因素之间的因果反馈关系构建了系统动力学模型，模拟团队即兴的动态变化规律，结果表明，在团队系统内部各因素的相互作用下即兴实现了动态变化，同时外界环境、团队基本构成、发展状态和自身能力的差异会对即兴的变化产生一定的影响。
Nowadays, new product development (NPD) has became the key for the survival and development of enterprises, because it helps the enterprise gain market share, build its brands, decrease the operation risks, promote product portfolio, and further become the market leader. In comparatively stable environment, the enterprise can understand all activities of NPD in advance, and apply beforehand plans to simplify and optimize procedures of NPD, find out problems in advance, and further promote NPD efficiency. However, with the change of environment, the enterprise faces big challenges if it only relies on the beforehand planning and the past experiences.
Under this condition, organizational improvisation has attracted much attention in NPD. Organizational improvisation theory asserts that NPD is a process with much uncertainty, and it relies on the improvisation experience and flexibility rather than the regular implementation of the planned procedures. The organizational improvisation emphasizes how to react timely and rightly to the change of the environment. That is, it attaches importance not only to the spontaneity and creativity but also to the quick responses of the members, and it also aims for efficiency and flexibility. Thus effective organizational improvisation is the key for the NPD in the dynamic environment. This dissertation aims at revealing the effects and mechanism of organizational improvisation to provide theoretical and practical implications for NPD activities of Chinese enterprises.
This dissertation answers four questions to explain how NPD team implement organizational improvisation, including what are the features and dimensions of team improvisation? How does team improvisation affect NPD performance? What are the moderators in team improvisation affecting NPD performance? And what factors can promote NPD team improvisation?
Based on the review of previous literature, this dissertation applies the content analysis to find out the key features of team improvisation, and identifies three dimensions including spontaneity, creativity and resource. The dissertation develops and verifies scales for these dimensions.
The dissertation argues that team improvisation affects NPD performance such as the speed, cost efficiency, product innovativeness, and success, not only directly, but also indirectly through team learning and team flexibility. The dissertation proposes hypotheses and collects data by survey to prove them. Based on this, the dissertation reveals the routines of team improvisation affecting NPD performance.
The dissertation explores the moderators of team improvisation affecting NPD performance from the perspective of team. The dissertation proposes that the team shared leader, the team openness to experience, transactive memory system, and team efficacy are the possible moderators. The empirical analysis results prove the moderating roles of the four factors, although there are some differences among them. This implies that the effective control of the four factors can improve team improvisation.
The dissertation analyzes the effects of team stressors, team autonomy, goal clarity, team psychological safety, and team shared mental. The empirical analysis results show that all these factors can promote the incidence of team improvisation. To be specific, team autonomy and goal clarity exert significant influences on team improvisation; team stressors exerts significant influences on the spontaneity dimension; team psychological safety and team shared mental exert significant more influences on the creativity dimension and resource dimension. These findings shed light on the further promotion of team improvisation.
Based on the above analysis, the dissertation constructs a system dynamics model of the causal relationship and the feedback relationship among NPD team improvisation, NPD performance and the influencing factors, to simulate the dynamics of team improvisation. The results show the dynamics of team improvisation under the effect of the factors inside the team, and the effects of outer environment, the composition and the development of the team, and the difference among personal capabilities on the change of improvisation.
引文
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