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研究生： 柯芃因
Ko, Peng-Yin
論文名稱： 臺灣與歐洲B2B企業的新產品導入模式：顧客參與之比較研究
Customer involvement in New Product Introduction: A comparative study of B2B business models in Taiwan and Europe
指導教授： 林月雲
Lin, Yeh-Yun
口試委員: 林月雲
Lin, Yeh-Yun
許育瑋
Hsu, Yu-Wei
陳怡靜
Chen, Yi-Ching
學位類別： 碩士
Master
系所名稱： 商學院 - 國際經營管理英語碩士學位學程(IMBA)
International MBA Program College of Commerce(IMBA)
論文出版年： 2026
畢業學年度： 114
語文別： 英文
論文頁數： 68
中文關鍵詞： 新產品導入模式 、顧客參與
外文關鍵詞： Customer involvement, Strategic orientation, Regional context, Cross-regional comparison
相關次數： 點閱：21  下載：4 
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    • 透過台灣與歐洲案例的對照，本研究指出企業在新產品導入（NPI）階段與客戶協作模式的差異。台灣企業（如聯發科、廣達與緯創）通常採取快速行動，依賴開發過程中的簡要溝通與即時調整；相較之下，歐洲的整合元件製造商（IDM）（包括英飛凌、恩智浦與意法半導體）則傾向於遵循更具結構化的工作風格，在流程初期便已明確編制文件規範與決策職責。

    本研究針對六家企業進行文件對照分析，探討區域背景與商業模式如何影響 NPI 期間的客戶參與。研究結果顯示，即便追求相似的 NPI 目標，企業仍會因其產業地位與在地協調慣例，而在客戶參與方式上有所不同。此發現可為管理跨區域產品開發的經理人提供具價值的見解。

    A comparison of cases from Taiwan and Europe shows differences in how companies collaborate with customers during the New Product Introduction (NPI) stage.Taiwanese firms such as MediaTek, Quanta and Wistron often move quickly, relying on brief check-ins and small adjustments made while development is already in progress.In contrast, European Integrated Device Manufacturers (IDMs) including
    Infineon, NXP and STMicroelectronics tend to follow a more structured working style, with documentation and decision roles arranged early in the process.Using a document-based comparative analysis of six firms, this study examines how regional context and business models influence customer involvement during NPI.The findings suggest that companies pursuing similar NPI goals may involve customers differently depending on their industry position and local coordination practices.These findings provide insights for managers coordinating product development across regions.

    1. Introduction p.1
    1.1 Industry background p.1
    1.2 Research motivation p.2
    1.3 Research questions p.4
    1.4 Expected contributions p.5
    2. Literature review and conceptual framework p.7
    2.1 New Product Introduction: Core concepts p.7
    2.2 Customer involvement in B2B innovation p.10
    2.3 Business models and strategic alignment p.12
    2.4 Innovation in Asia vs. Europe p.15
    2.5 Research gaps and theoretical framework p.17
    3. Methodology p.20
    3.1 Research design: Comparative case study approach p.20
    3.2 Case selection p.21
    3.2.1 Taiwanese ODM/OEM firms p.22
    3.2.2 European IDM firms p.25
    3.3 Data collection: Document-based comparative approach p.28
    3.4 Analytical approach: Cross-case comparison p.30
    4. Case findings p.31
    4.1 Findings from Taiwanese cases p.31
    4.2 Findings from Europe cases p.36
    4.3 Cross-case comparison p.42
    5.Discussion p.45
    5.1 Strategic orientation as mediator (R–S–C mechanism) p.45
    5.2 Theoretical implications p.47
    5.2.1 Stage-contingent customer involvement p.48
    5.2.2 Customer sensing role p.50
    5.2.3 Cultural boundary effects p.50
    5.2.4 R–S–C integration p.52
    5.3 Theoretical positioning and dialogue p.52
    6. Conclusion p.55
    6.1 Summary of key findings p.55
    6.2 Conceptual contributions p.58
    6.3 Managerial insights p.59
    6.4 Limitations and future suggestions p.60
    7. References p.62

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