摘要
新产品开发是制造企业生存和发展的支柱，同时也是其获得持续竞争优势的
关键。企业由于自身资源和能力的限制，很难解决创新活动中的各种难题，必须
吸收利用外部力量，因而寻求外部合作成为创新的必由之路。越来越多的企业意
识到使得外部的客户、供应商参与到新产品研发活动的重要性，实现了新产品开
发绩效提高；然而，仍有不少企业尽管实施了外部参与但绩效却并未得到太大改
善。客户参与、供应商参与作为企业重要的创新来源，是否为企业的新产品开发
过程带来有效的促进？分别通过怎样的机制产生作用？影响客户、供应商效用发
挥的情境因素又发挥了什么作用？这些都是企业界亟需解决的重要问题。另一方
面，回顾已有的文献发现，现有的关于外部参与与新产品开发绩效关系的研究结
论仍存在分歧。正是由于分歧的存在，这些立足于各自领域碎片化的研究热点难
以形成理论上统一的格局，更无法与周边相关理论建立清晰的桥接，对管理实践
的指导作用微乎其微，这也从一定程度上解释了很多企业中的实践者们对于是否
开展客户参与、供应商参与犹豫不决、难以决策以及不知如何才能更有效地使这
一实践活动发挥最佳效用的原因。鉴于企业界的困扰和学术界的分歧，探讨外部
参与对新产品开发的影响，揭示客户和供应商参与的作用机理，以及分析不同情
境因素下对新产品开发作用效果的差异，建构能够指导企业实践的理论逻辑体系
显得尤为重要

本文结合合作创新理论，运用文献法、问卷调查法、统计分析等多种理论和
实证方法对客户、供应商参与新产品开发的作用机制进行了较为详细的研究。本
文开展的工作如下：
（1）梳理合作创新、外部客户和供应商参与、客户导向、新产品开发绩效
相关的理论及文献，总结前人的研究成果与不足，提出了本研究的基本问题，并
详细阐述了分解后的三个子问题

（2）分析并验证外部客户和供应商参与对企业新产品开发市场绩效的作用
机制，探讨新产品开发速度的中介效应以及 IT 实施的调节作用，揭示并对比两
种外部参与方式影响新产品开发市场绩效的作用机理

（3）分析并验证外部客户和供应商参与在不同的企业文化下对新产品开发
绩效产生的不同影响，为企业识别自身的企业文化特点以及如何通过调整企业文
化来更有效地开展外部参与活动提供管理启示

（4）基于企业将客户纳入新产品开发较纳入供应商更为普遍的问卷调查结
果和前文研究中客户对新产品开发绩效的促进作用较供应商更高的研究结论，承II
接前面的研究问题，将客户参与延伸到客户导向战略，具体分析并验证客户导向
的各个维度对新产品开发绩效的影响，深入探讨不同的高管支持水平在客户导向
—新产品开发之间的关系中如何发挥调节效应

关键词：供应商参与，客户参与，客户导向，新产品开发，IT 实施，组织文化，
高管支持III
ABSTRACT
The process of new product development (NPD) is the pillar of existence and
development for manufacturing enterprises, which help enterprises to obtain
sustainable competitive advantages. However, due to the restriction of their limited
resource and capability, it is difficult for firms to solve all of the challenges in NPD
process. Development of new products can no longer be accomplished by a single firm,
and there is a need for firms to look outside their organisations for opportunities to
create value jointly with partners. Against that, more and more firms involve their
customers and suppliers into NPD process to improve new products performance.
Despite the increasing research interests in external involvement, findings about the
relationships between two dimentions of external involvement and performance from
previous studies are inconsistent. While some studies provided empirical evidence for
the positive impact of external involvement on performance, others reported a non-
significant or even negative relationship. Efforts to simplify and clarify this conflicting
is necessary for firms that intend to implement external involvement, and firms are
urging to find answers to the following questions. Customer and supplier involvement
are viewed as the important source of innovation, does they really contribute to NPD
performance improvements How does external involvement exert effects on
performance outcomes What the roles of situational factors or antecedents that impact
external involvement effectiveness The existing empirical research has not yet reached
a consensus on the relationship between external involvement and NPD performance.
Due to the existence of these inconsistencies, firms are reluctant to implement customer
and supplier involvement. In this dissertation, we try to clarify and explain the
inconsistent findings. By empirically investigating the relationship between external
involvement and NPD performance, we reveal the concrete mechanisms of how
external involvement impacts on performance and further analysis the influences of
situational factors that cause different performance outcomes. These findings have
important implications for research and practice in both the external involvement and
the NPD areas.
Combined by innovation theory, this dissertation applies the method of literature
survey, questionnaire research and statistical analysis to investigate how external
involvement influence NPD performance systematically. The main works of thisIV
dissertation are summarized as follows:
(1) On the basis of a comprehensive review and introduction with focus of the
academic literatures concerning the external involvement, customer orientation and
NPD performance, we summarize the main contributions and shortages of previous
research. Then we propose the basic questions of this study and elaborate on the
importance of these questions.
(2) We conduct a moderated-mediation analysis to uncover the way of how customer
and supplier involvement are related to new product market performance, and
highlights the importance of IT implementation in absorbing and exploiting external
resources.
(3) Combing insights from the knowledge-based view (KBV) and competing values
framework (CVF), we consider the cultural factors that affect the effectiveness of
external involvement. Moreover, we investigate the moderating role of multiple
dimensions of organizational culture between external involvement and new product
development performance.
(4) Based on the findings of survey results and research conclusions, we further
investigate the effects of customer orientation. We analyze the impacts of different
dimensions of customer involvement on NPD performance and investigate the
moderating roles of top management support.
KEY WORDS: Supplier involvement, Customer involvement, Customer
orientation, New product development, IT implementation, Organizational culture, Top
management supportV
目录
1.1选题背景.........1
1.1.1现实背景...........1
1.1.2理论背景...........3
1.2问题提出及意义.........4
1.2.1问题提出...........4
1.2.2研究意义...........6
1.3研究内容和技术路线.7
1.3.1研究内容...........7
1.3.2技术路线...........9
1.4研究目标与方法.......11
1.4.1研究目标.........11
1.4.2研究方法.........12
1.5主要创新点...12
1.6本章小结.......13
2.1合作创新理论综述...15
2.1.1
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