成王败寇？失败正常化对新产品开发绩效的影响机制研究

Make-or-Break? Effect of Failure Normalization on New Product Development Performance

既有研究鲜有探讨组织的失败管理文化是否以及如何影响新产品开发绩效。基于组织学习理论,利用315家高科技企业经验数据,本文实证检验了失败正常化对新产品开发绩效的影响机制,重点探索拼凑行为和失败学习行为在两者关系间的中介作用。研究发现,失败正常化对新产品开发绩效的正向影响主要通过3条间接路径传导:①拼凑行为的中介传导;②失败学习行为的中介传导;③失败正常化顺次通过失败学习行为、拼凑行为的链式中介作用间接影响了新产品开发绩效。结果表明,失败正常化通过扭转组织成员对失败固有的偏见,能有效塑造组织成员的学习行为,促进组织成员接纳失败、重组资源并及时从失败中学习以提升新产品开发绩效。

Prior studies seldom explore whether and how failure management culture affects new product development(NPD) performance. Based on the organizational learning theory, it used a sample of 315 high-technology ventures to explore the effect of failure normalization on NPD performance, as well as the mediating roles of bricolage behavior and failure-based learning behavior. Using hierarchical regression and structural equation model analysis, the results illustrate that failure normalization positively affects NPD performance through three indirect paths. The first one is the mediating role of bricolage behavior, the second one is the mediating role of failure-based learning behavior, and the last one is the path through the chain mediating effect of failure-based learning behavior and bricolage behavior. The empirical results reveal that failure normalization, acting as a failure management culture in the organization, could shape the organization members’ cognition and learning behavior, which is helpful for the organization members to tolerate failure, bricolage resource and learn from failure, and thus improve NPD performance.