第六章 結論與建議
第三節 研究限制與未來研究建議
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都有很高的投入與參與程度。此種運作方式可讓企業做為參考。
二、在市場與技術變動快速的產業，必須結合外部網絡關係以提升新產品開發績效。
A 公司對於外部網絡的經營是其保持競爭力的關鍵，由於企業很少能擁有所有資 源以開創新產品或是完成所有專案，因此如何藉由外部組織的合作以達成目標為一重 要課題。研究發現 A 公司對於外部關係的重視使其能不斷朝著正確的方向提升競爭力，
將資源投注於效益較高的地方，也能以較少的資源完成更多的事情。因為成功的新產 品開發專案不能閉門造車卻背離真正市場需求。由個案公司可以發現，在 B2B 市場中，
不論是哪種類型的外部網絡，廠商都會有各自的發展方向與策略藍圖，如何適時與適 度的結合彼此的目標與資源，使雙方創造雙贏的局面，是觸控面板廠商獲取優勢的關 鍵。不論是獲取、吸收、轉化外部知識為內部資源，還是連結其他廠商(供應商與競爭 對手)以較低成本、較短時間達成效能較好的新產品開發，或藉由影響外部組織而取得 一致的產品、技術發展方向，這些模式都能給欲經營外部網絡關係的企業做為參考。
三、設計良好的機制連結組織內外資源
由於 A 公司對外部網絡的重視，因而在組織設計上相關的連結機制有多有著墨。
企業經營外部網絡關係時常因組織內部沒有良好的配合而效果大打折扣，但是 A 公司 從根本上將行銷部門的角色強化，以及以固定的會議傳達資訊給內部相關部門，這些 作為都能夠讓組織吸收外部資訊、轉化為內部資源的動力與效果提升，進而將這些資 訊運用於新產品開發上，更快速與準確的滿足市場需求。
第三節 研究限制與未來研究建議
本研究是採取個案訪談的方式，對個案公司的人員進行深度的訪談，希冀以釐清 各公司的組織設計與外部網絡關係對新產品開發的影響，雖然在個案公司訪問力求反 映真實的情況，但不免仍會產生以下限制：
一、由於本研究是訪談整理所得的結論，並未參與企業真正的運作流程，因此在有許 多細節無法於實體環境中觀察，或許會有過於樂觀或單純的情況發生。
二、受限於人力、財力與時間限制，本研究僅對單一公司進行訪談，未能進行同產業 的比較。而在進行單一公司訪談時，也僅能訪談到數個部門主管進行，未能有完
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整的三角驗證，因此研究結果不一定能概括整個產業。
三、因為公司對於機密資訊保護之規定，雖然受訪者可告知新產品開發專案大略的程 序，但是對於一些細部流程之機密內容比較沒有辦法講述，因而無法得知更詳細 之情形。
本研究因上述限制而未能盡善盡美，因而提出建議以供後續研究者參考：
一、未來研究可結合訪談以及其他的研究方式。例如至企業參與部分運作流程，在實 體環境中觀察細節，能了解較真實的狀況。
二、本研究僅針對一家企業進行個案研究，未來可增加其他觸控面板廠商做為研究對 象，比較同產業不同廠商的異同，則能得到較周詳知推論與通則化之可能。
三、本產業在一時間點對於個案公司進行研究，未來研究可縱向觀察同一廠商的組織 以及外部網絡關係的變動，更深入了解相關構面的影響因子與方向。
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網路資料
1. DisplaySearch http://www.displaysearch.com.tw/products.aspx 2. 台灣工業銀行〈觸控面板產業概況〉
http://www.ibt.com.tw/Research/Research_E0101.aspx?i_id=170 3. 康和證券2009年觸控面板產業研究報告
http://www.moneydj.com/KMDJ/Report/ReportViewer.aspx?a=1f391e3b-77d0-410a-a0 5a-ecd3c59c03e5
4. 電子工程專輯 http://www.eettaiwan.com/
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附檔-訪談大綱
一、組織設計與新產品開發專案之關聯
1. 個案公司的組織結構與產品開發過程的互動關係？這些環節的意義？組織結 構重新設計對產品開發流程與效果有何影響？
2. 請受訪者以近期負責過的產品開發專案為例，分享產品開發團隊的組成及合 作模式？不同的產品開發專案中，是否用不同類型的產品開發團隊？依據什 麼因素而定？這些產品開發團隊類型各有何優缺點？
3. 請受訪者以近期負責過的產品開發專案為例，分享哪些組織內部的因素會影 響團隊績效？如何影響？是否試圖去控制這些影響因子？
二、外部網絡關係與新產品開發專案之關聯
1. 產品開發專案是否有與外部網絡合作？什麼因素決定是否要合作？若有，不 同的專案是否與不同的外部網絡合作？考量什麼因素決定合作對象？合作關 係穩定程度？
2. 請受訪者以近期負責過的產品開發專案為例，分享產品開發專案與外部網絡 合作時，過程是如何運行的？如何控制雙方(或多方)合作關係？
3. 請受訪者以近期負責過的產品開發專案為例，分享哪些外部網絡因素會影響 產品開發效果？如何影響？不同階段是否有不同影響？如何控制？
三、新產品開發專案類型與績效衡量
1. 類型：這些產品開發專案「技術對公司的新穎程度」? 「對市場的新穎程度」？
哪些專案為「自發性」？哪些為「被動式」？為什麼？
2. 績效：專案目標如何設立？設立什麼樣的目標(有哪些指標)？最後成果為何？
不同的新產品開發專案是否會互相影響？是否存在學習曲線？