The quality of end-product which is transmitted to end-consumer is determined by the quality of each component of the product. Therefore, to fulfill the requirement of each component, smooth communication between R & D division, production division an...
The quality of end-product which is transmitted to end-consumer is determined by the quality of each component of the product. Therefore, to fulfill the requirement of each component, smooth communication between R & D division, production division and marketing division of the parts producer must be made to share information, and overlap activity for problem solving must be activated to strengthen the connection of each division. In order to do that, latent conflict cause in each division must be solved. Based on this logic, degree of interface between R&D, production and marketing division of the parts industry determines the competitiveness of end-product. In this point of view, the purpose of this study is fourfold ; 1) to analyze degree of latent conflict between R&D, production and marketing division in the entire process of new product development in Korean parts industry; 2) to analyze the influence of conflict factors to the interface among each division and the influence of these conflict factor and interface factor to the enterprise outcome; 3) to analyze the difference in the type of industry, occupational position, department, age, academic background, and the scale of industry in relation to the conflict factors and interface factors among each division; and 4) to suggest the direction of interface on product development system which can effectively connect R&D, production and marketing division in Korean parts industry.
The subject of these analysis was Korean parts industry. It was classified as large enterprise, leading enterprise, and small & medium-sized enterprise which have annual sales of more than 50 billion won. Sample enterprises were mostly parts industries related to cars, electric & electronics, machinery and tools, and so on. The survey data was collected from the research worker, chief researcher, senior researcher and the head of department who work at the department of R&D, production, marketing, technology and engineering division in these industry. The questionnaire survey was conducted from July to August of 2004. Data was analyzed by using frequency analysis, descriptive analysis, factor analysis, Cronbach's alpha, correlation analysis, K-S(Z) analysis, regression analysis, ANOVA, and Scheffe test, utilizing SPSS/PC+ 12.0 package.
The results of the empirical study are as follows:
First, as the conflicts of work cooperation, coordination, and miscommunication between each R&D, production, and marketing division occurred, information supply among each division dropped, business cooperation and coordination became unharmonious, miscommunications occurred, and discontent on personnel administration increased.
Second, conflicts due to different goals and excessive competition between R&D, production, and marketing division made it hard for sales increase, market share, corporate image improvement, and strengthening competitiveness.
Third, as the degree of interface between the R&D, production and marketing division became higher, the managerial performances of the company improved greatly.
Fourth, as a result of analysis on different types of business, there were above the average conflicts among each division.
Fifth, as a result of analysis on different positions, there were above the average conflicts among the positions. Especially the chief researchers, who had worked for 3~5 years since they entered the company, had the highest conflict. It shows that there needs to create an atmosphere of harmonious communication and control both horizontally and vertically among each position, objective and fair incentive policy, and reliance on fair personnel management.
Sixth, as a result of difference of a department, all department recognized above the average conflict. So there should be needed organized efforts to solve the conflict among the each divisions and heighten the interface.
Seventh, as a result of difference of ages, since the degree of conflict was recognized in all ages, there should be approached organically to solve the conflict in all ages.
Eighth, as a result of difference of academic backgrounds, on the interface factors among each divisions, since the higher educated person responded to offer of information, communication, and networking unvoluntarily, it should be needed complementary measures to lessen differences of recognition among the workers who have different academic backgrounds.
Ninth, as a result of difference of the scale of business, the leading enterprises recognized a higher conflict in the personnel management and the different goals and conflicts among each divisions more than a large enterprises and small & medium enterprises.
Consequently, this study found as the conflict was between the division of R&D, production and marketing in domestic parts industry, it decreased the interface on offering information, communication, and networking, moreover organic synergistic effect would be fallen due to the difference of position, age, and academic background, and the managerial performances of the company would be fallen after all. Therefore there should be devised a proper measure of the corporate dimension to solve the conflict factors among each divisions of the R&D, production, and marketing and to strengthen a networking and information share through the communication among each division.