2011-01-052024-05-17https://scholars.lib.ntu.edu.tw/handle/123456789/679199Abstract: Prior research in the new product development literature treats heterogeneous team members with multifaceted backgrounds as a source of varied ideas and perspectives to improve new product development performance from the behavioral theory. However, based on the social categorization theory and the similarity–attraction paradigm, further increases in the level of team diversity may produce no additional benefits beyond a certain point, or even decrease the new product development performance. Collectively, there might be an inverse U-shaped relationship between team diversity and new product development performance. Moreover, team diversity should be studied in light of relevant contextual factors and this issue becomes a critical concern for project managers. Accordingly, this research will try to examine the role of team diversity and organizational slack in new product development. Through literature review, this study will build up the hypotheses to explain the effects of team diversity and organizational slack on new product performance. Questionnaire survey will be used to collect data for testing the validity of the model and research hypotheses. Questionnaires will be mailed to Taiwanese firms listed in the China Credit Information Service Incorporation database. Multivariate analysis will be used to empirically test the hypotheses. Finally, conclusions and suggestions, based on the empirical results, will be made for academic researchers and business practitioners.team diversityorganizational slacknew product development團隊多元性寬裕資源新產品開發