The effect of experienced R&D teams on producing unique products: analysis of 140 small and medium-sized high-Tech start-ups in China

被引：6

作者：

He, Liangxing ^{[1
,2
]}

Zheng, Leven J. ^{[3
,4
]}

Wu, Yulin ^{[5
]}

Wu, Chia-Huei ^{[6
]}

Liu, Wei ^{[7
]}

机构：

[1] Nanjing Univ Finance & Econ, Sch Business Adm, Nanjing, Peoples R China

[2] Nankai Univ, Entrepreneurship Res Ctr, Tianjin, Peoples R China

[3] Xian Jiaotong Liverpool Univ, Int Business Sch Suzhou, Suzhou, Peoples R China

[4] Univ Liverpool, Management Sch, Liverpool, Merseyside, England

[5] Univ Sydney, Business Sch, Sydney, NSW, Australia

[6] Minghsin Univ Sci & Technol, Inst Serv Ind & Management, Hsinchu, Taiwan

[7] Qingdao Univ, Business Sch, Qingdao, Peoples R China

来源：

TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT | 2021年 / 33卷 / 08期

关键词：

New product development; R& D team; team diversity; executive embeddedness; INNOVATION PERFORMANCE; BEHAVIORAL INTEGRATION; DIVERSITY; INFORMATION; LEADERSHIP; INDUSTRY; VARIETY; MODEL; TIES;

D O I：

10.1080/09537325.2020.1849616

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

The effect of R&D teams on new product development has been recognised, but debates remain regarding the influence of experienced R&D teams on product uniqueness. This study identifies the type of experience attribute in R&D teams and how it can influence product uniqueness using a sample of 140 Chinese small and medium-sized high-tech start-ups. Results indicate that a U-shaped relationship occurs between R&D team experience depth, breadth, and product uniqueness, and the curvilinear relationship between R&D team experience depth and product uniqueness can be weakened by the degree of executive embeddedness. It suggests that the embeddedness of top managers and the organic composition of team members' experience attributes should be emphasised to develop unique products.

引用

页码：871 / 884

页数：14