卓越的客戶價值是企業在市場上競爭優勢的基石。由於新產品對客戶價值有其重要的貢獻，所以，新產品的品質已經被認為是新產品在市場上成功或獲利的一個決定性因素。因此，企業正逐漸增加使用新產品研發團隊來從事新產品的開發。之前的研究曾經提出跨功能部門的團隊成員之多元化背景，可以增加設計產品所需要的資訊之數量與種類，進而改善設計流程的效率和產品研發的績效。然而，研究人員對於這種團隊如何能改善新產品品質的原因，卻知之甚微。因此，本研究的第一個研究問題是：團隊特徵、組織背景因素和新產品品質之間的關係究竟為何？

另外，由於國籍已經被指出會影響個人的認知概念、價值觀和非口語行為，而此三者又會影響團隊的行為。因此，在不同國家的新產品研發團隊已經產生一種特有的挑戰。相較於個人主義的國家，以團隊為基礎的工作設計，在集體主義的國家一直以來都比較容易實施。爲了探討這個問題，本研究將檢視在集體主義和個人主義的文化裡，團隊特徵和組織背景因素對新產品品質影響之差異。因此，本研究的第二個研究問題是：在集體主義和個人主義的文化裡，團隊特徵、組織背景因素對新產品品質之影響是否會有不同？

因為這是一項跨國研究，所以樣本取自於台灣和美國兩個不同文化的國家。我們從台灣的受訪者中收到184份問卷；而從美國的受訪者中則收到了176份問卷。爲了要確認本研究所採用的工具，可以量測出我們所要測量的構念，因此，本研究乃利用驗證性因素分析，來檢視應變數和自變數的測量模型之效度。然後，再使用階層式迴歸分析來檢定本研究的各項假說。

研究結果顯示出兩種不同的假說檢定之情形。對台灣的團隊而言，新產品的品質是受到團隊的資訊整合能力和企業內的品質觀之正面影響；不過，卻受到企業內的產品上市壓力和產品創新程度的負面影響。而團隊成員來自不同功能部門的程度（功能部門多元化）和年資的分散程度（年資多元化），卻對新產品品質沒有產生任何的影響。團隊的資訊整合能力，也能夠降低新產品上市壓力對新產品品質的影響。對照之下，對美國團隊而言，新產品品質是受到團隊的功能部門多元化、資訊整合能力和企業品質觀的正面影響；但是，卻受到企業內的供應商參與之負面影響。企業內的客戶參與，可以增加團隊的資訊整合能力對新產品品質正面影響之效果。

總之，本研究對於新產品研發團隊的文獻也有多方面的貢獻。第一，本研究將新產品研發團隊的研究，延伸到橫跨集體主義與個人主義的領域裡，並確認新產品研發團隊理論的邊界條件。第二，本研究是首度以實證的方式，檢驗跨文化的新產品研發團隊之團隊特徵和組織背景因素，對新產品品質的影響。第三，本研究從不同的學科領域，諸如：新產品研發、組織行為和管理與創新，提供一套徹底且完整的文獻回顧，以作為團隊特徵、組織背景因素和新產品品質之間建立連結關係的一種方法。最後，本研究所提供的模型將可協助經理人在集體主義與個人主義的文化裡，辨識有助於新產品研發團隊開發高品質產品所需的團隊特徵和組織背景因素。因為，這些因素是可以直接由經理人來操縱，所以經理人可以針對他們所從事的產業之特性，創造出有效能的環境，以利於新產品研發團隊開發出高品質的產品。

New product development quality has been found to be a key determinant of the market success and profitability of a new product because of its contribution to superior customer value, the cornerstone of a firm’s competitive advantage in the marketplace. Therefore, enterprises are increasingly utilizing new product development teams for new product development. Previous studies have suggested that the diverse backgrounds of cross-functional team members can increase the amount and variety of information available to design products, thereby improving design process efficiency and product development performance. However, researchers still know very little about how such teams can improve new product quality. Thus, our first research question was; what are the relationships between team characteristics and organization contextual factors and new product quality?

In addition, as nationality has been shown to influence individual’s cognitive schema, values, and nonverbal behavior, all of which influence behavior in teams, new product development teams pose a particular type of challenge in different countries. Team-based work designs have been easier to implement in countries with collectivist as opposed to individualist cultures. To address that issue, this study will examine the differences of how team characteristics and contextual influences affect new product quality in collectivist and individualist cultures. Thus, our second research question was; do team characteristics and organization contextual factors affect new product quality differently in collectivist cultures and individualist cultures?

Because this was a cross-national research, samples were taken from two countries, one in Taiwan and the other in the U.S.A. We received 184 completed questionnaires from Taiwanese teams, and 176 completed questionnaires from American teams. In order to make sure that the instrument used in this study could measure what it was intended to measure, we used confirmatory factor analysis (CFA) to examine the validity of the measurement models of both dependent variables and independent variables. We then used hierarchical moderated regression analysis to test the contingency hypotheses.

Research results reveal two different outcomes of hypotheses testing. For Taiwanese teams, new product quality is positively affected by the capability of information integration in the team and quality orientation in the firm, but is negatively influenced by speed-to-market pressure and product innovativeness in the firm. Functional and tenure diversity have a moderate no effect on new product quality. The capability of information integration in a team can also reduce the negative effect of speed-to-market pressure on new product quality. In contrast, for American teams, new product quality is positively affected by functional diversity and the capability of information integration in the team and quality orientation in the firm, but is moderately negatively influenced by supplier involvement in the firm. Customer involvement in a firm can increase the positive effect of the capability of information integration on new product quality.

In conclusion, the present study contributes to the literature on new product development teams in several ways. First, it extends research on new product development teams across collectivist and individualist cultures and identifies boundary conditions for theories of new product development teams. Second, this study is the first to empirically examine how team characteristics and organization contextual factors affect new product quality across cultures. Third, it provides a thorough and integrative review of the literature from diverse disciplines such as new product development, organizational behavior, and management and innovation as a means of establishing links among team characteristics, organization contextual factors, and new product quality. Finally, the model we have provided will assist managers in identifying the team characteristics and organization contextual factors needed to assist new product development teams in collectivist and individualist cultures to develop high-quality products. Since these factors can be directly manipulated by managers, they can create the effective conditions, specific to the industry characteristics they are engaged in, for new product development teams to develop high-quality products.

TABLE OF CONTENTS

CHAPTER 1 INTRODUCTION 1
1.1. The Importance of New Product Quality 1
1.2. The Importance of New Product Development Teams 2
1.3. The Effects of Culture on Behavior in Teams 3
1.4. Research Questions 4
1.5. Research Objectives 5

CHAPTER 2 CONCEPTUAL MODEL AND HYPOTHESES 7
2.1. Team Characteristics and New Product Quality 10
2.1.1. Functional Diversity 10
2.1.2. Tenure Diversity 11
2.1.3. Capability of Information Integration 11
2.2. Organization Contextual Factors and New Product
Quality 12
2.2.1. Speed-to-Market Pressure 12
2.2.2. Product Innovativeness 12
2.2.3. Quality Orientation 13
2.2.4. Supplier Involvement 13
2.2.5. Customer Involvement 14
2.3. Moderators 14
2.3.1. Capability of Information Integration as a
Moderator on the Speed-to-Market Pressure and
Quality Linkage 15
2.3.2. Capability of Information Integration as a
Moderator of the Product Innovativeness and Quality
Linkage 15
2.3.3. Quality Orientation as a Moderator of the
Capability of Information Integration and Quality
Linkage 16
2.4. Effects of Culture on How Team Characteristics and
Contextual Factors Affect New Product Quality 16
2.5. Covariate 20

CHAPTER 3 RESEARCH METHOD 22
3.1. Sample and Data Collection 22
3.2. Measures and Validation 23
3.2.1. New Product Quality 23
3.2.2. Functional Diversity 24
3.2.3. Tenure Diversity 25
3.2.4. Capability of Information Integration 25
3.2.5. Speed-to-Market Pressure 25
3.2.6. Product Innovativeness 26
3.2.7. Quality Orientation 26
3.2.8. Supplier Involvement 26
3.2.9. Customer Involvement 27
3.2.10. Covariate 27
3.3. Analytical Procedures 27

CHAPTER 4 ANALYSIS AND RESULTS 29
4.1. Analysis 29
4.1.1. Scale Validity and Reliability 29
4.1.2. Multicollinearity Test 36
4.1.3. Descriptive Statistics 36
4.1.4. Hierarchical Moderated Regression 38
4.1.5. Residual and Influence Analysis 43
4.2. Results 48
4.2.1. Direct Effects 48
4.2.2. Moderating Effects 51
4.2.2.1. The Interactions of Taiwanese Teams 51
4.2.2.2. The Interactions of American Teams 52
4.2.3. Covariate 52

CHAPTER 5 DISCUSSION 53
5.1. Discussions of Results 53
5.1.1. Discussions of Team Characteristics 53
5.1.2. Discussions of Organizational Contextual Factors 55
5.1.3. Discussions of Moderating Effects 58
5.1.4. Discussions of Cultural Effects 60
5.2. Managerial Implications 65
5.3. Research Limitations 67
5.4. Suggestions for Future Research 68

CHAPTER 6 CONCLUSIONS 72
REFERENCES 74
APPENDIX 85


LIST OF FIGURES

FIGURE 1 A Model of Team Characteristics and Organization
Contextual Factors Affecting New Product Quality 8
FIGURE 2 A Comparison of Taiwanese-American New Product
Development Team’s Models 9
FIGURE 3 Independent Variable Measurement Model of
Taiwanese Teams 32
FIGURE 4 Independent Variable Measurement Model of
American Teams 33
FIGURE 5 Dependent Variable Measurement Model of Taiwanese
Teams 34
FIGURE 6 Dependent Variable Measurement Model of American
Teams 35
FIGURE 7 Histogram of Taiwanese Teams 43
FIGURE 8 Histogram of American Teams 44
FIGURE 9 Residual Plot of Taiwanese Teams 45
FIGURE 10 Residual Plot of American Teams 46
FIGURE 11 Index Influence Plot of Taiwanese Teams 47
FIGURE 12 Index Influence Plot of American Teams 48
FIGURE 13 The Final Regression Model of Taiwanese Teams 63
FIGURE 14 The Final Regression Model of American Teams 64


LIST OF TABLES

TABLE 1 Summary of Hypotheses 21
TABLE 2 Fit Indices of Independent Variables of Taiwanese
and American Teams 31
TABLE 3 Fit Indices of Dependent Variables of Taiwanese
and American Teams 31
TABLE 4 Means, Standard Deviations, and Correlations of
Taiwanese Teams 37
TABLE 5 Means, Standard Deviations, and Correlations of
American Teams 38
TABLE 6 Results of Moderated Regression Analyses of
Taiwanese Teams 40
TABLE 7 Results of Moderated Regression Analyses of
American Teams 41
TABLE 8 Results of Revised Moderated Regression Analyses
of American Teams 42
TABLE 9 Summary of Testing Results of Taiwanese and
American Teams’ Models 62

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