In response to calls for the extension of job design research for the strategic team particularly in high-velocity environment, the purpose of this paper is to investigate the moderating roles of job design in the relationships between project team viewed as human capital resources and new product development (NPD) performance in the short and long run. Based on survey data from 117 NPD project teams in high-technology multinational companies (MNCs) in Thailand, this research finds that job design (i.e. autonomous, task identity and feedback) moderates the effects of human capital resources on NPD project success. In addition, job design works in concert with human capital resources to affect managing NPD project-to-project in the long run. Designing jobs by providing autonomy, identity and feedbacks could trigger the stronger contribution not only for fostering knowledge creation in the NPD project team, but also encouraging intrinsic motivation to commit extra effort to achieve NPD goals. This research contributes to the job design literature of how job design works for NPD project team to achieve short-and long-run NPD performance. Implications for these results are discussed.,Based on survey data from 117 NPD projects in high-technology MNCs in Thailand, this research uses hierarchical regression to do analyses.,This research finds that job design (i.e. autonomous, task identity and feedback) moderates the effects of human capital resources on the short-run project performance. In addition, job design works in concert with human capital resources to affect managing project-to-project in the long run.,This research contributes to the job design literature of how job design works for NPD project team to achieve short-and long-run NPD performance.,Investigating the moderating roles of job design in the relationship between human capital resources and NPD performance in the short and long run.

中文翻译：

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工作设计对人力资本和NPD绩效的调节作用

为了响应要求扩大战略团队的工作设计研究的要求，特别是在高速环境下，本文的目的是研究工作设计在被视为人力资本资源的项目团队与新产品之间的关系中的调节作用。短期和长期的开发（NPD）性能。基于泰国高科技跨国公司（MNC）的117个NPD项目团队的调查数据，本研究发现工作设计（即自主性，任务识别和反馈）减轻了人力资本资源对NPD项目成功的影响。此外，工作设计与人力资本资源协同工作，从长远来看会影响NPD项目之间的管理。通过提供自主权来设计工作，认同和反馈不仅可以激发NPD项目团队中知识创造的更大贡献，而且可以激发内在动力，为实现NPD目标付出额外的努力。这项研究为工作设计如何为NPD项目团队实现短期和长期NPD性能提供了参考。讨论了这些结果的含义。基于泰国高科技跨国公司的117个NPD项目的调查数据，该研究使用层次回归进行分析。该研究发现，工作设计（即自主性，任务身份和反馈）适度人力资本资源对短期项目绩效的影响。此外，工作设计与人力资本资源协同工作，从长远来看会影响项目之间的管理。