조직문화가 신제품개발 관리에 미치는 영향 (The Impact of Organizational Culture on New Product Development Management)

서지정보

· 발행기관 : 한국경영학회
· 수록지 정보 : 경영학연구 / 36권 / 1호 / 133 ~ 157페이지
· 저자명 : 김지대, 박상언

초록

본 연구는 기업이 신제품을 개발할 때 구조적 개발 활동과 하부 구조적 개발 활동이 신제품개발 성과에 미치는 영향에 대한 검증과 함께, 특히 혁신성이 큰 신제품을 개발할 경우 해당 기업의 조직문화 특성에 따라 효과적인 신제품개발 관리방식이 어떻게 달라지는 가를 실증적으로 규명해 보는 것을 주요 연구목적으로 하였다.
최근 신제품개발 경험을 가진 114개 기업의 신제품개발 프로젝트에 대한 설문조사 결과, 구조적 개발 활동과 하부 구조적 개발 활동은 공히 신제품개발 성과에 긍정적인 영향을 미치고 있었으나, 보수적인 조직문화를 가진 기업에서 하부 구조적 개발 활동의 영향은 제한적인 것으로 나타났다.
한편, 혁신성이 큰 신제품을 개발할 경우에는 해당 기업의 조직문화 특성에 따라 효과적인 신제품개발 관리방식이 다르게나타났다. 즉, 창업적 조직문화를 보유한 기업에서는 신제품의 혁신성이 클수록 다기능 팀의 구축, 부서간의 유기적인 의사소통과 협력, 프로젝트 리더의 자율적 역할 등을 강조하는 ‘하부 구조적 개발 활동’에 역점을 두는 것이 바람직한 반면, 보수적 조직문화를 보유한 기업에서는 아이디어 선정, 제품 설계, 공정 설계, 테스트 등을 포함하는 정형화된 프로세스활동을 체계적으로 수행하는 ‘구조적 개발 활동’에 치중하는 것이 더 효과적인 것으로 나타났다.

영어초록

It is argued that a firm should apply different approaches in managing new product development according to new product innovativeness. However, there exist some debates as to what approach a firm should pursue in developing very innovative new products. Some scholars argued that emphasizing on more infrastructural development activities (e.g., team building, support from top management, and interdepartmental communication, etc.) is effective for the successful development of new products with high innovativeness. In contrast, others prefer structural development activities (e.g., new product development process activities including idea screening, product design, process engineering, and testing, etc.) to infrastructural development ones.
Meanwhiles, literature addressing the impact of organizational culture on management provides the following proposition: organizational culture might have moderating effect in such a way that in the entrepreneurial organization, infrastructural development activities would contribute to increasing new product performance of very innovative new products more than in the case of structural ones, while in the conservative organizations, vice versa. The purpose of this study is to test this proposition, that is, to examine the moderating effect of organizational culture (i.e., entrepreneurial vs. conservative) on new product development management in an empirical manner.
The research results reveal that infrastructural development activities directly have greater effect on new product performance, regardless of new product innovativeness, in the entrepreneurial organizations, while structural developments activities having greater effect.
regardless of new product innovativeness, in the conservative organizations. In addition, it is found that when entrepreneurial organizations are developing very innovative new products, it is also desirable for them to capitalize on more infrastructural development activities, while the reinforcing of more structural development activities for developing very innovative new products is effective for conservative organizations.
These research results shed some insights on the effective new product development management as follows. First, a firm should take its characteristics of organizational culture into consideration in prioritizing development activities. If a firm has more entrepreneurial organizational culture, its effective way of new product development is to leverage more infrastructural activities that entrepreneurial culture has strength in carrying out. On the contrary, if a firm has more conservative organizational culture, its effective way of new product development is to leverage more structural activities that conservative culture has strength in carrying out.
Second, some studies argue that there is unitary organizational culture having positive impact on the successful development of new products. However, the results of this study show that there is not such organizational culture, and that the successful development of new products is dependent on the fit between new product development activities (infrastructural and structural) and organizational culture.
Third, when a firm tries to introduce new activities, it should examine whether the focal activities are congruent with its organizational culture. In other words, firms should benchmark world-class new product development activities that their organizational culture is well matched with.

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