第五章 結論與建議
第三節 研究限制與未來研究建議
雖然本研究對於新產品發展研究以及拓展策略全變理論模式疆界有所貢獻，但本 研究僅探討新產品發展流程中的權力結構與新產品發展績效的關聯性，並未探究其中 的機制。而且在方法操作上雖然突破以往單一來源的限制，但是因為市場與技術不確 定性的衡量平均數偏高，所以本研究的推論還是有所限制，期望後續研究者能夠突破 以下限制。
首先，本研究在操作市場與技術不確定性的量表時是以新產品專案為分析單位，
填答者分別是負責該專案的行銷人員以及研發人員。這樣的操作與原始以高階經理人 為填答者的 Jaworski & Kohli (1993)之研究有所不同，這使得本研究的填答者在填寫市 場與技術不確定性量表時所獲得的分數，平均數偏高。現今的新產品發展研究大多都 還是採用 Jaworski & Kohli (1993)的市場與技術不確定性量表。這些研究的操作方式則 分成公司層級以及新產品專案層級，若是以公司層級為分析單位，則與 Jaworski &
Kohli 的做法一致，填答者是高階經理人；若是以新產品專案為分析單位，填答者則 是新產品專案經理。然而，目前並沒有任何研究針對專案內部專業人員發展市場與技 術不確定性之量表，本研究僅能採用 Jaowrski & Kohli (1993)所發展之量表。因此，本 研究的研究結果之推論可能有所限制。
本研究建議後續研究者應先發展合適在新產品發展專案中的行銷與研發負責人所 填答的市場與技術不確定性量表。這不僅能夠更精準地衡量新產品專案中所知覺到的 市場與技術之不確定性，還能再次以實徵證據支持本研究之推論。另外，從 Jaowrski &
Kohli (1993)之後，少有研究者繼續探索市場與技術不確定性之構念。如果後續研究者 發展新產品專案層次的市場與技術不確定性之量表，更能夠對這兩個構念在新產品發 展中所扮演的角色有更進一步的了解。
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再者，本研究之第二個限制則是雖然本研究發現新產品發展流程權力結構與新產 品發展績效的關係，但是兩變數中間的機制本研究尚未能夠釐清。根據 Child (1972) 的說法，權力結構會影響組織的策略，進而影響組織效能，而組織的策略指的是能夠 達成目標的行動與手段。在新產品發展研究脈絡中，有學者以探索式發展新產品或開 發式發展新產品(Kim & Atuahene-Gima, 2010)。另外，從權力觀點看各功能單位是從 單位間競爭資源的角度討論(Nord, 1978)，但功能單位之間有時也必須相互合作以達成 組織所設定的目標(Thompson, 1967)。因此，在新產品發展流程中，成員可能透過其內 部機制，像是跨功能整合機制，進而達成較好的新產品發展績效(Im & Nakata, 2008;
Nakata & Im, 2010)。
本研究建議後續研究者建基在本研究之結果深入討論在新產品發展流程中權力結 是措施可能會對新產品發展有所影響(Mathieu, Maynard, Taylor, Gilson, & Ruddy, 2007)。
因此，跨層次的變數有可能會影響本研究之結果，例如：組織內的激勵制度(reward system)如果是以個人為基礎可能會強化權力之間的競爭，反之，如果是以整個專案為 基礎則可能會弱化功能單位的權力競爭(Griffin & Hauser, 1996)。而在產業變數中，產 品生命週期的變化快慢可能會影響專案成員知覺產品市場的變動速度，進而影響對外 部環境的不確定性的判斷。然而，本研究並未探索跨層次變數的可能性。雖然過去新 產品發展的研究脈絡中有研究也提出類似跨層次的看法(Joshi & Sharma, 2004;
Langerak, et al., 2004)，但操作及分析上並未能完全符合跨層次研究的標準(Klein, Dansereau, Hall, 1994)。
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本研究建議後續研究者建基本研究將組織層次的變數納入研究模式中加以討論，
並且以階層線性模式分析(hierarchical linear model, HLM)，更進一步的控制不同組織脈 絡或是產業因素帶給新產品發展績效的效果，豐富目前僅以單一層次探討的新產品發 展流程中的權力結構與新產品發展績效之關係。
最後，本研究第四個研究限制為，市場不確定性且技術不確定性高高未能探索出 較合適的解釋。在討論兩個情境條件雙高時，本研究的分析模式都無法獲得支持，有 可能是因為市場與技術不確定性雙高的情境就沒有一定適合的專案權力結構，決定新 產品發展績效的好壞有其他的可能因素。這也可能是組織外部控制觀點的理論邊界。
因此，本研究建議後續研究者若要研究市場不確定性高且技術不確定性也高的新產品 發展專案，可以用不同的角度或觀點繼續探索造成新產品發展專案績效好壞的成因。
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