Accession number:20084011618366
Title:The impact of top management team conflict on new product development: The case of Taiwan and the United States
Authors:Hsieh, Tsun-Jui (1); Chung, Hsien-Jui (2)
Author affiliation:(1) Department of International Business, Asia University, Wufeng Shiang, Taichung, Taiwan; (2) Department of Business Administration, National Chung Cheng University, Taiwan Corresponding author:Hsieh, T.-J.
Source title:PICMET: Portland International Center for Management of Engineering and Technology, Proceedings
Abbreviated source title:PICMET - Portland Int. Cent. Manage. Eng.
Technol. Proc.
Monograph title:PICMET '08 - 2008 Portland International Center for Management of Engineering and Technology, Proceedings
Technology Management for a Sustainable Economy Issue date:2008
Publication year:2008 Pages:1206-1213
Article number:4599730 Language:English
ISBN-10:1890843172 ISBN-13:9781890843175
Document type:Conference article (CA)
Conference name:2008 Portland International Center for Management of Engineering and Technology, Technology Management for a Sustainable Economy, PICMET '08 Conference date:July 27, 2008 - July 31, 2008
Conference location:Cape Town, South africa Conference code:73775
Sponsor:Eskom; Exxaro; Lonmin; PBMR; Sasol
Publisher:Inst. of Elec. and Elec. Eng. Computer Society, 445 Hoes Lane - P.O.Box 1331, Piscataway, NJ 08855-1331, United States Abstract:This study demonstrates how top management team (TMT) conflict impacts new product development (NPD) under cultural differences between Taiwan and the United States. Based on cultural differences, we compare Taiwan and the United States to explore how the heterogeneity of TMT composition leads to team conflict and how TMT conflict affects NPD outcomes in different stages.
Several research propositions are presented and indicate that the higher TMT heterogeneity results in a higher degree of team conflict.
Furthermore, cognitive conflict positively affects NPD initiation
stage, but negative in the implementation stage. From a perspective of cultural differences, managers in Taiwan, compared with those in the United States, tend to sustain organizational cohesion and harmony, emphasize personal relationships, and sidestep direct conflict as much as possible. This cultural characteristic negatively affects NPD initiation, and also wears away the competitive
advantages for Taiwanese companies. © 2008 PICMET.
Number of references:63 Main heading:Management
Controlled terms:Competition - Industrial economics - Industrial management - Product development - Project management - Stages - Technology
Uncontrolled terms:Cognitive conflict - Competitive advantages - Cultural differences - New Product Development - Personal
relationships - Portland - Research propositions - Sustainable economy - Technology managements - Top management team - United States
Classification code:402.2 Public Buildings - 901 Engineering
Profession - 911.2 Industrial Economics - 912.2 Management - 913.6 Product Development; Concurrent Engineering
DOI:10.1109/PICMET.2008.4599730 Database:Compendex
Compilation and indexing terms, Copyright 2009 Elsevier Inc.
