项目组合管理对新产品开发绩效的影响：高管参与的中介效应

Impacts of Portfolio Management on New Product Development Performance: Mediated by Top Management Involvement

摘要:

项目组合管理方法与工具正在被广泛应用于多项目环境下的新产品开发中,以获得最大化的投资收益。然而目前只有较少的实证研究去探索项目组合管理实践活动的特征及其对新产品开发绩效的影响机理。本文基于组织信息加工理论,以高管参与为中介变量,以技术动荡性为调节变量,构建项目组合管理实践对新产品开发绩效的影响关系模型。对来自不同行业的169位项目经理和公司高管开展实证研究发现,项目组合管理实践对新产品开发绩效有间接的正向促进作用；高管参与在项目组合管理实践与新产品开发绩效间发挥完全中介作用。技术动荡对项目组合管理实践与新产品开发绩效关系有负向调节作用,低技术动荡条件下,项目组合管理实践对新产品开发绩效有显著的直接影响,高管参与的中介效应不明显。

Abstract:

Portfolio management methods and techniques are widely used in new product development (NPD) to achieve the maximum revenue, especially under multiple project environments. However, valid empirical evidence on the characteristics and effects of portfolio management practices on NPD performance is rare. In this study, we develop a framework to between portfolio management practices and NPD performance based on the theory of organizational information processing, taking both top management involvement and technology turbulence into consideration. By conducting an empirical study among 169 project managers or top managers, we find that portfolio management practices have indirect positive effects on NPD performance. Top management involvement plays a full mediating role on the relationship between portfolio management practices and NPD performance. However, the relationship is moderated by technology turbulence. When the level of technology turbulence is low, portfolio management practices have direct positive effects on NPD performance.