【摘要】：企業(yè)經(jīng)營(yíng)環(huán)境的變化給新產(chǎn)品開發(fā)提出了挑戰(zhàn)。隨著經(jīng)濟(jì)全球化的加速,科技創(chuàng)新和經(jīng)濟(jì)飛速發(fā)展在2 1世紀(jì)表現(xiàn)得越來(lái)越極致,也為經(jīng)濟(jì)全球化及技術(shù)變革起到推波助瀾的作用,圍繞產(chǎn)品創(chuàng)新的企業(yè)競(jìng)爭(zhēng)環(huán)境也越來(lái)越激烈。只有創(chuàng)新產(chǎn)品,才能持續(xù)滿足客戶“個(gè)性”訴求,在變幻的市場(chǎng)獲取競(jìng)爭(zhēng)優(yōu)勢(shì)。變革型領(lǐng)導(dǎo)無(wú)論從性格、心理、情緒、勇氣、挑戰(zhàn)性等方面都有著一種天然的敏銳性,對(duì)客戶的需求、競(jìng)爭(zhēng)對(duì)手、政策等都有著極強(qiáng)的嗅覺(jué)。如果要將產(chǎn)品創(chuàng)新與員工的創(chuàng)造力在更大范圍、更深程度、更高層次上融合,那么變革型領(lǐng)導(dǎo)既要“頂天” ',努力激發(fā)員工突破核心關(guān)鍵技術(shù),勇攀科技創(chuàng)新高峰,又要“立地”,將產(chǎn)品創(chuàng)新成果轉(zhuǎn)化為生產(chǎn)力,而這些創(chuàng)新需要土壤——組織創(chuàng)新氛圍。在知識(shí)經(jīng)濟(jì)和產(chǎn)業(yè)升級(jí)的時(shí)代背景下,充分釋放科技人才創(chuàng)新能力,并使之形成新的產(chǎn)品是企業(yè)持續(xù)穩(wěn)定發(fā)展的法寶。為了切實(shí)可行地提升新產(chǎn)品開發(fā)績(jī)效,本項(xiàng)目從變革型領(lǐng)導(dǎo)風(fēng)格出發(fā),以組織創(chuàng)新氛圍為中介考察新產(chǎn)品開發(fā)績(jī)效的作用機(jī)理,構(gòu)建情景模擬平臺(tái),分析影響新產(chǎn)品開發(fā)績(jī)效的因素,并從變革型領(lǐng)導(dǎo)風(fēng)格特征對(duì)組織創(chuàng)新氛圍作用力效果,哪些風(fēng)格因子與組織創(chuàng)新氛圍有明顯正相關(guān)?組織創(chuàng)新氛圍因子與新產(chǎn)品創(chuàng)新有哪些關(guān)聯(lián)?公司制度及資源配置等層面如何為營(yíng)造正面的組織創(chuàng)新氛圍提供可行方案。本文從變革型領(lǐng)導(dǎo)風(fēng)格出發(fā),通過(guò)問(wèn)卷調(diào)查和結(jié)構(gòu)方程模型的方法,以組織創(chuàng)新氛圍為中介,分析變革型領(lǐng)導(dǎo)風(fēng)格特征對(duì)組織創(chuàng)新氛圍作用力效果。通過(guò)實(shí)證研究表明:(1)變革型領(lǐng)導(dǎo)由德行垂范、領(lǐng)導(dǎo)魅力、愿景激勵(lì)、領(lǐng)導(dǎo)關(guān)懷等四個(gè)維度構(gòu)成;(2)德行垂范對(duì)于新產(chǎn)品開發(fā)績(jī)效直接影響不顯著,通過(guò)中介變量組織創(chuàng)新氛圍的有些影響,但其綜合影響效應(yīng)不顯著;(3)領(lǐng)導(dǎo)魅力、愿景激勵(lì)和領(lǐng)導(dǎo)關(guān)懷對(duì)新產(chǎn)品開發(fā)績(jī)效直接影響顯著,同時(shí),組織創(chuàng)新氛圍起到部分中介作用,但影響效應(yīng)比較微弱。根據(jù)本文前面的研究,得到的管理啟示是:(1)關(guān)注變革型領(lǐng)導(dǎo)對(duì)新產(chǎn)品開發(fā)績(jī)效的直接提升作用。變革型領(lǐng)導(dǎo)的領(lǐng)導(dǎo)魅力、愿景激勵(lì)、個(gè)性化關(guān)懷能對(duì)新產(chǎn)品開發(fā)績(jī)效產(chǎn)生直接的正向影響。因此,從這三個(gè)方面著手進(jìn)行改進(jìn)可以有效提升新產(chǎn)品開發(fā)績(jī)效。(2)重視組織創(chuàng)新氛圍的中介作用。要構(gòu)建自由、開放的組織環(huán)境,加強(qiáng)對(duì)創(chuàng)新的組織支持,鼓勵(lì)團(tuán)隊(duì)合作,關(guān)心員工的學(xué)習(xí)與成長(zhǎng),充分激發(fā)員工的創(chuàng)新能力。(3)定位德行垂范維度的價(jià)值意義。領(lǐng)導(dǎo)者的德行垂范可以通過(guò)輔助塑造正直、公平的組織氛圍激勵(lì)員工的創(chuàng)新行為,形成組織創(chuàng)新氛圍從而對(duì)新產(chǎn)品開發(fā)績(jī)效產(chǎn)生間接的正向影響。本文的主要?jiǎng)?chuàng)新點(diǎn):(1)完善了指標(biāo)體系。本研究在原來(lái)較成熟的量表基礎(chǔ)上,結(jié)合本研究的主題以及時(shí)代背景、經(jīng)營(yíng)模式、開發(fā)創(chuàng)新的考核機(jī)制、員工及領(lǐng)導(dǎo)行為特征,經(jīng)過(guò)專家的討論以及問(wèn)卷的預(yù)測(cè)調(diào)研,對(duì)測(cè)量量表進(jìn)行信度和效度分析,形成了較為完善與適合的指標(biāo)評(píng)價(jià)體系。(2)揭示了變革型領(lǐng)導(dǎo)、組織創(chuàng)新氛圍和新產(chǎn)品開發(fā)績(jī)效之間的作用機(jī)制。通過(guò)結(jié)構(gòu)方程模型實(shí)證研究發(fā)現(xiàn),領(lǐng)導(dǎo)魅力、愿景激勵(lì)、領(lǐng)導(dǎo)關(guān)懷對(duì)新產(chǎn)品開發(fā)績(jī)效的直接影響非常顯著,但德行垂范對(duì)于新產(chǎn)品開發(fā)績(jī)效不具有直接影響。這和之前研究有較大不同,說(shuō)明在變革型領(lǐng)導(dǎo)人品好與新產(chǎn)品開發(fā)績(jī)效間沒(méi)有太大關(guān)系;組織創(chuàng)新氛圍對(duì)新產(chǎn)品開發(fā)績(jī)效顯著,然而組織創(chuàng)新氛圍在變革型領(lǐng)導(dǎo)與新產(chǎn)品開發(fā)績(jī)效之間的中介效應(yīng)比較微弱,這和前人研究結(jié)論也有差別。說(shuō)明變革型領(lǐng)導(dǎo)更喜歡憑借自己進(jìn)取心、創(chuàng)新意識(shí)及過(guò)硬的業(yè)務(wù)能力,用愿景激勵(lì)、關(guān)心下屬的方式去直接促進(jìn)新產(chǎn)品開發(fā)績(jī)效,而較少關(guān)注通過(guò)組織創(chuàng)新氛圍的營(yíng)造進(jìn)而間接促進(jìn)新產(chǎn)品開發(fā);(3)以往研究變革型領(lǐng)導(dǎo)與新產(chǎn)品開發(fā)績(jī)效關(guān)系多采用線性回歸方法,該方法在處理復(fù)雜的變量關(guān)系,特別是非線性結(jié)構(gòu)及潛變量關(guān)系時(shí),處理數(shù)據(jù)時(shí)常顯得困難,其結(jié)論的穩(wěn)定性和可靠性往往受到較大的影響。而本研究主要采用結(jié)構(gòu)方程模型的方法,克服了回歸研究方法的不足,使得變革型領(lǐng)導(dǎo)、組織創(chuàng)新氛圍和新產(chǎn)品開發(fā)績(jī)效等潛變量的非線結(jié)構(gòu)關(guān)系通過(guò)構(gòu)劃模型圖及估計(jì)模型擬合數(shù)據(jù)的方式,比較直觀、明晰地呈現(xiàn)。同時(shí)考慮了自變量、因變量、中介變量的誤差,其結(jié)論更為可靠。因此,將該方法應(yīng)用于該主題研究具有一定的創(chuàng)新性。本研究還存在很多方面的局限性,例如,本研究樣本來(lái)源不夠?qū)挿?主要集中在9家高新企業(yè)的員工及其主管,沒(méi)有體現(xiàn)出行業(yè)、地區(qū)差異;模型的構(gòu)建相對(duì)簡(jiǎn)單,只對(duì)變革型領(lǐng)導(dǎo)、組織創(chuàng)新氛圍和新產(chǎn)品開發(fā)績(jī)效的作用機(jī)制進(jìn)行了分析,而對(duì)于顧客參與、領(lǐng)導(dǎo)個(gè)人特征等調(diào)節(jié)變量還未更深入探討。
[Abstract]:The changes in business environment have challenged the development of new products. With the acceleration of economic globalization, scientific and technological innovation and rapid economic development are becoming more and more extreme in twenty-first Century. It also plays an important role in economic globalization and technological change, and the competitive environment around product innovation is becoming more and more intense. Products can continue to meet the customer's "personality" appeal and gain competitive advantage in a changing market. Transformational leadership has a natural acuity in terms of character, psychology, emotion, courage and challenge. It has a strong sense of smell for customers' needs, competitors, policies and so on. In a larger, deeper, and higher level integration, the transformational leadership is not only "at the top of the day", but also tries to stimulate the staff to break through the core key technologies, to climb the peak of scientific and technological innovation, and to "site", to transform the product innovation results into productive forces, and these innovations need the soil organization innovation atmosphere. In the knowledge economy and industry, the innovation needs to be promoted. Under the background of the times, fully releasing the innovation ability of scientific and technological talents and forming new products are the magic weapon for the continuous and stable development of the enterprises. In order to improve the performance of the new product development, this project starts from the transformational leadership style and takes the organizational innovation atmosphere as an intermediary to examine the mechanism of the new product development performance and constructs the situation. The simulation platform analyzes the factors that affect the performance of the new product development, and the effect of the transformational leadership style on the organizational innovation atmosphere, which style factors have a clear positive correlation with the organizational innovation atmosphere? What are the links between the organizational innovation atmosphere factor and the new product innovation? How to create the positive side of the public system and the resource allocation From the transformational leadership style, this paper, through the method of questionnaire survey and structural equation model, takes the organizational innovation atmosphere as the intermediary, analyzes the effect of the transformational leadership style on the organizational innovation atmosphere. Through the empirical study, it is shown that (1) the transformational leadership is the model of virtue, leading charm, There are four dimensions of vision incentive, leadership care and so on; (2) the direct influence of moral behavior on the performance of new product development is not obvious, and there is some influence on the innovation atmosphere through intermediary variables, but its comprehensive influence effect is not obvious; (3) leadership charm, vision incentive and leadership care have direct influence on new product development performance, and organization creation The new atmosphere plays a part of intermediary role, but the influence effect is weak. According to the previous research, the management inspiration is: (1) pay attention to the direct promotion of the transformational leadership to the new product development performance. The leadership charm of the transformational leadership, the vision incentive, and the individualized mind can have a direct and positive influence on the performance of the new product development. Therefore, the improvement from these three aspects can effectively improve the performance of the new product development. (2) pay attention to the intermediary role of the organizational innovation atmosphere. To build a free and open organizational environment, strengthen the organizational support for innovation, encourage team cooperation, care for the employees' learning and growth, and fully stimulate the creative ability of the employees. (3) positioning virtue and Hang Hang. The value meaning of Fan Weidu. The leader's virtues can make an indirect and positive effect on the performance of new product development by creating a fair organizational atmosphere to encourage the employees' innovative behavior and forming the organizational innovation atmosphere. The main innovation of this paper is as follows: (1) the index system has been perfected. This research is in a more mature scale. On the basis of the subject and the background of the study, the management model, the evaluation mechanism of the development of innovation, the characteristics of the staff and the leadership behavior, the reliability and validity of the measurement scale are analyzed by the experts' discussion and the questionnaire, and a more perfect and suitable index evaluation system has been formed. (2) the transformational leadership is revealed. It is found that the direct influence of leadership charm, vision incentive and leadership care on the performance of new product development is very obvious through the empirical study of structural equation model, but the moral behavior has no direct impact on the performance of new product development, which is quite different from previous research. There is not much relationship between the quality of transformational leadership and the performance of new product development; the organizational innovation atmosphere is significant to the performance of the new product development. However, the intermediary effect between the organizational innovation atmosphere and the performance of the new product development is weak, which is also different from the previous research conclusions. Enterprising, innovative awareness and excellent business ability, using vision incentive, and caring about subordinates to directly promote new product development performance, and less attention through the creation of organizational innovation atmosphere to indirectly promote the development of new products; (3) in the past, the relationship between transformational leadership and new product development performance is mostly linear regression method. Methods to deal with complex variables, especially nonlinear structures and latent variables, it is often difficult to deal with data. The stability and reliability of its conclusions are often greatly influenced. This study mainly uses the method of structural equation model to overcome the insufficiency of the regression research method and make the transformational leadership and organizational innovation. The non linear structure of the latent variables such as the atmosphere and the performance of new product development is more intuitionistic and clearer by the way of modeling and estimating the model of the model. At the same time, the results are more reliable by considering the error of independent variables, dependent variables and intermediate variables. Therefore, the application of this method to the study of the subject is more innovative. There are many limitations in this study. For example, the source of this study is not wide enough, mainly in the 9 high-tech enterprises and their supervisors, which do not reflect the industrial and regional differences; the model is relatively simple, and the mechanism of the transformational leadership, the organizational innovation atmosphere and the new product development performance is analyzed. For customers' participation, the moderating variables such as leader's personal characteristics have not been further explored.
【學(xué)位授予單位】：江西財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：博士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.91;F273.2

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本文編號(hào)：2162293