| Summary: | 碩士 === 輔仁大學 === 企業管理學系管理學碩士班 === 99 === A simple assembly processing mode is no longer lasting for Taiwan manufacturing industry. Due to pricing dominance, Taiwan NB manufacturers have gradually transformed to be providers having both of ODM and OBM business modes. With the rapidly innovated progress of advanced technology, NB product is getting a shorter life cycle in the more and more mature NB market. Only by adopting manufacture service concept into NPD procedure can the enterprise introduce differentiated products when facing a variety of fierce competition of industry globalization. Therefore, integrating manufacture service project into NPD activity causes a lot of conflict types from different task goals, different recognitions, different procedures, and different interest among project crews and stakeholders. However, the study focuses on what the roles PM shall act to help enterprise popping out of the bygone thinking frame, coordinate internal organization resources reducing the conflict of integrating MSP into NPD process.
The research, by means of two business types, carries out 6 cases of deep interview to analyze the effect of PM roles in the face of conflict. From the study results, PM is in the face of no procedure conflict, under ODM business type, but mostly acts “disseminator” in the face of the goal conflict, mostly does “communicator” in the face of the cognitive conflict and interests conflict. Under OBM own brand business type, PM needs to act 4 multiple roles as “controller”, “disseminator”, “communicator”, and “negotiator” when facing the goal conflict, mostly does “communicator” and “negotiator” when facing the cognitive conflict, mostly does as “negotiator” when facing the procedure conflict and mostly does 4 multiple roles as “liaison”, “controller”, “disseminator” and “allocator” when facing interests conflict.
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