Technology‐Based New Product Development Partnerships*
研究了企业间联合新产品开发中的动态能力如何影响新产品成功率和商业化效果，发现信息技术支持通过动态能力的中介作用提升伙伴关系绩效，且高技术环境下效果减弱。
ABSTRACT Hypotheses were developed to capture the dynamic capabilities that result from interfirm partnerships during the joint new product development (NPD) process—the ability to build, integrate, and reconfigure existing resources to adapt to rapidly changing environments. These capabilities, in turn, were proposed to have a positive impact on NPD performance outcomes: (a) proportion of new product success and (b) superior new product commercialization. In contexts where the locus of innovation is rapidly changing, the impact of interfirm NPD dynamic capabilities was hypothesized to be diminished in high‐technology contexts, especially for buyers (original equipment manufacturers) and to a lesser extent for suppliers. Still, technology‐based interfirm NPD partnerships were predicted to ultimately outperform low‐technology ones in both NPD performance outcomes. Finally, information technology (IT) support for NPD was hypothesized to influence the interfirm NPD partnership's dynamic capabilities. Using survey data from 72 auto company managers and their suppliers, the proposed model in which IT support for NPD influences the success of interfirm NPD partnerships through the mediating role of interfirm NPD partnership dynamic capabilities in high‐ and low‐technology contexts was generally supported. The results shed light on the nature of technology‐based interfirm NPD partnerships and have implications for their success. Theoretical and managerial implications are discussed.