新產品開發是一個相當複雜的程序，從創意的產生到商業化階段，要求的階段重點往往都不相同。本研究主要在探討新產品開發階段中，專案團隊的控制制度與新產品開發績效之關係。此外，亦以權變理論的觀點，探討其間的關係是否會受到新產品開發專案類型的影響。
本研究以新竹科學園區中廠商家數最多的積體電路、光電和通訊產業之新產品開發專案為研究樣本，進行問卷調查。共發出142份問卷，有效回卷共89份，回卷率為63%。
研究結果發現，某些專案團隊控制制度雖在某一階段會對績效產生正面的影響，但在另一個階段卻有可能對績效有負面的影響，因此應針對不同的新產品開發階段，搭配不同的專案團隊控制制度，才能真正有效的提昇新產品開發績效。
而不同的新產品開發專案類型，在不同新產品開發階段，也應有不同的專案團隊控制制度。因此，專案領導者在發展新產品專案前，應該先瞭解專案的特性，並權變性的搭配各新產品開發階段所需的專案團隊控制制度，如此對於績效的提昇才有實質的幫助。

一、中文部份
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