供應商整合如何驅動突破式創新產品開發績效？夥伴關係與技術能力的聯合調節角色

How Does Supplier Integration Drive Radical New Product Development Performance? The Joint Moderating Roles of Partnership and Technical Capability

本研究整合關係與資源基礎觀理論，探討跨組織資源整合的機制。將供應商整合區分為「資訊分享」與「聯合開發」兩個維度，並以「效率」與「效果性」雙維度衡量突破式新產品開發績效。透過對152家製造業管理者之調查，研究結果顯示當供應商提供更多資訊或參與深度合作開發時，供應商整合對新產品開發績效（效率與效果性）有正面影響。買方-供應商夥伴關係正向調節供應商聯合開發對產品開發績效（效果性）的影響。當供應商提供更多資訊時，其技術能力能放大夥伴關係對供應商資訊分享與績效（效率與效果性）連結的調節作用。本研究推進整合關係與資源基礎觀的理論架構，並為企業在突破式創新專案中如何策略性地治理供應商關係提供建議。

Drawing on the relational perspective and the resource-based view (RBV), this study develops an integrated theoretical framework to examine the mechanisms of inter-organizational resource integration. Supplier integration (SI) is operationalized as two distinct dimensions, information sharing (SIN) and co-development (SC), and new product development (NPD) performance is assessed in terms of both efficiency and effectiveness. Based on survey data collected from managers in 152 business-to-business manufacturing firms, the results demonstrate that supplier integration (SI) positively affects NPD performance (efficiency and effectiveness) when the supplier provides more information or engages in deep co-development. Buyer–supplier partnership positively moderates the relationship between supplier co-development and NPD performance (effectiveness). Specifically, when suppliers provide more information, their technical capability amplifies the buyer-supplier partnership's moderating influence on the link between supplier information sharing and NPD performance (efficiency and effectiveness). This study advances an integrated theoretical framework that synthesizes the relational perspective and the RBV and offers strategic suggestions for firms seeking to govern supplier relationships in radical new product development projects.