隨著後熊彼得(neo-Schumpeterian)時代的來臨，產業脈動速度加速，創新已然成為企業獲利之致勝關鍵。尤其，新產品開發績效更擔負著企業市場表現的重要角色(Linder, 2006；Sharma and Lacey, 2004)。不乏成功的例子顯示，重視顧客需求能為企業帶來良好的新產品開發績效；同時，亦有許多強調跨組織整合的企業，通過與供應商、顧客的合作獲取創新優勢，在新產品開發績效上獲得亮眼的成績。
在新產品開發的過程中，一個強調顧客需求的企業，將會以市場導向為指導原則，跨組織整合的價值活動就在市場導向的氛圍下進行。無論是透過內部跨部門整合、或是外部跨組織整合，企業所開發出的新產品，都將接受市場反應的檢測。最後，市場檢測的結果終將會使企業對其市場導向之內涵重新確認。因此，市場導向和跨組織整合是一個動態的搭配過程，透過不斷地調整以追求最佳的新產品開發績效。
過去文獻對市場導向多數以「組織文化」的方式定義；而跨組織整合的內涵，多數僅就內部跨部門整合、或是外部跨組織整合個別進行研究對新產品開發績效的影響，二者多以主要變數的角色出現。本研究將從搭配的觀點，輔以Naver and Slater (2004)對市場導向之新定義，探討市場導向與跨組織整合對新產品發展績效之影響，冀以補足理論上之缺口與提供實務上之建議。
本研究將市場導向區分為主動式市場導向與回應式市場導向兩個構面，而跨組織整合則區分為內部組織整合與外部組織整合，採用實証的方式，了解市場導向與跨組織整合對於新產品開發績效的影響，更進而探討不同市場導向若進行不同的跨組織整合，是否會對新產品開發績效有更進一步的影響。本研究主要以t檢定、迴歸分析驗證各變數的關係。研究結果發現：
一、 市場導向確實會對新產品開發績效有正向影響，不論是主動式市場導向，或是回應式市場導向，都會使得企業有更好的新產品發展績效。
二、 跨組織整合也確實會對新產品開發績效有正面的影響，企業若在外部與其供應商、顧客有越好整合或其內部行銷與研發部門之間有越好整合，則新產品開發績效愈佳。
三、 市場導向與新產品開發績效之間的關係，會受到跨組織整合所影響。在主動式市場導向下，良好的外部跨組織整合，可以獲得更佳的新產品開發績效。而在回應式市場導向下，良好的內部跨組織整合，可以獲得更佳的新產品開發績效。

In the neo-Schumpeterian era, innovation becomes crucial for companies to make profits. In specific, it is also proved that market valuation of a company is responsive strongly to the success or failure of new product development efforts (Linder, 2006; Sharma and Lacey, 2004). There are cases show that companies who care their customers can attain better new product development (NPD) performance; in meanwhile, there are also companies who put highlights on inter-organizational integration obtaining outstanding NPD performances through corporation with suppliers and customers.
Market orientation is usually to be the macro environment, during the process of new product development, for the company with its first priority on customer satisfaction. Activities relating to inter-organizational integration have been done under atmospheres of market orientation. Whatever internal or external inter-organizational integration, all the new products must have been examined by markets. The market responses to new products will finally adjust and shape the meaning of market orientation in turn; that is, market orientation and inter-organizational integration need to fit each other in dynamic to pursue the best NPD performance.
Previous literatures most define market orientation in the position of “organizational culture” (Narver and Slater, 1990), which stresses obtaining market information from different sources, and then it is divided into “customer orientation”, “competitors orientation” and “inter-functional coordination” that narrows the nexus between market orientation and new product development process to some extent; in the studies of the effect of inter-organizational integration on NPD performance, internal or external organizational integration is almost researched respectively, rather in the manner of considering these two integration-types in simultaneous; in the discussion of the effects on NPD performance, both market orientation and inter-organizational integration are set as the major variables. Hence, this study starts from the perspective of “fitness”—different market orientation combines with different inter-organizational integration—to understand the effects of different combinations on NPD performance, using the categories of market orientation re-defined by Narver and Slater (2004). We want to complete this gap in academic, and try to provide practical implications to companies in the issues of improving their NPD performance.

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