Corporate culture plays a key role in determining the working climate, leadership style,strategy formulation, organization behavior, and processes of the firm (Saffold, 1988). Culture must permeate an organization to make a difference (O’Reilly, 1997). In the RBV, culture is a valuable organizational resource because it is created over time, is intangible, is difficult to imitate, and has the potential for moving the firm to a position of competitive advantage (Helfat & Peteraf, 2003). Studies show that a strong corporate culture contributes to improved performance, directly in terms of specific achievements (Deshpande´, Farley, & Webster, 1993), or indirectly by enhancing the commitment and motivation associated with those challenges linked to success (Lim, 1995). The goal of this research is to investigate organizational climate factors’(innovativeness and open-mindness) moderating role in the various relationships between NPD capabilities and NPD performance. To understand the specific role of organizational climate factors in the various NPD processes, we suggest viewing NPD capabilities as a composition of various steps (idea generation, idea screening,technical development, market test, and commercialization), and adopted diverse NPD performance metrics (sales change, sales growth, profit performance, market share performance, ROI, ROA, and cash flow). We surveyed 84 US firms (originally from the list of the High-Technology Marketplace Directory) that participated in our research. All companies met the required criteria of developing and commercializing new products. The key informant was the project manager of a recently-developed product. The results of themain effects between new product development capabilities andNPD performance show that most of new product capabilities, except technical development,are positively associated with various NPD performance metrics. For example, idea generation is positively associated with sales growth, market share, operation profit, ROI and ROA. Idea screening is significantly associated with sales growth, market share,operation profit, ROI and ROA. Commercialization also showed positive relationships with sales growth, market share, operation profit, ROI and ROA. However, all of the relationships between technical development and new product performance are not significant. Market test also has no significant relationship with operation profit or ROA. Based on the moderated regression analysis results, we found a significant moderating role of open-mindness culture in the link betweenNPDcapabilities andNPDperformance. For instance, open-mindness moderates the effects of idea generation on sales growth,market share, operation profit, ROI, and ROA. Open-mindness also moderates the effects of idea screening on sales growth,market share, operation profit,ROI, andROA.However,for technical development only the effect on the market share is moderated by openmindness. For market test and commercialization, open-mindness only has significant moderating effect on sales growth and market share. For innovativeness culture, the findings indicate that innovativeness influences the relationship between idea generation and sales growth, market share, operation profit,ROI, and ROA. Innovativeness also moderates the effects of idea screening on sales growth, market share, operation profit, ROI, and ROA. When we examined commercialization, we found significant interaction effects with sales growth, market share, operation profit, ROI and ROA performance. Although not all performance dimensions are supported in our hypotheses, the results suggest that researchers must understand the research context and choose meaningful variables of NPD performance dimensions for suggesting appropriate explanations. Additional research is needed to test other types of organizational cultures. Organizational culture is a complex construct that encompasses many dimensions. Future research could be directed toward the inclusion of other important dimensions.

企业文化在决定工作环境、领导方式、战略组成、组织行为和公司构建等方面都起到决定性的作用（Saffold, 1988）。文化必须渗透到组织当中才能创造出差异（O’Reilly,1997）。在RBV 中，文化史组织具有价值的资源，它随着时间的推移而沉淀，它是无形的，极难被复制，并且可以把企业推至竞争环境中的有利位置（Helfat & Peteraf, 2003）。研究表明强烈的企业文化可以改善企业的绩效，直接形成具体成果（Deshpandé, Farley, & Webster,1993），或者间接地增强引导成功的因素与动因（Lim,1995）。本文的研究目的是为了探索环境因素（革新和开放思维对于新产品开发的能力和新产品开发的绩效各种关系间的调节作用。为了理解在不同新产品开发过程时的组织环境，本为认为新产品的开发能力包含了多个阶段（创意的产生，创意的筛选，技术开发，市场测试和广告宣传）以及不同的新产品绩效表现（销售变化，销售增长，利润表现，市场份额，ROI，ROA 和现金流）。我们对84家美国公司（大多数来自于高科技市场指南）进行了调查。所有的公司都符合新产品开发和商业化的标准。信息大多数来源于项目开发管理者。研究结果显示， 新产品开发能力和新产品开发绩效之间的主要影响的结果表明除了技术开发, 大部分的新产品开发能力对于主要的新产品开发绩效都有着正向的效果。例如，创意的产生正向影响销售的增长，市场份额，运营利润，ROI 和ROA。创意筛选正向影响销售的增长，市场份额，运营利润，ROI 和ROA。广告宣传也对销售的增长，市场份额，运营利润，ROI 和ROA 有着正向的影响。但是，技术开发和这些绩效因素都没有任何关系。市场测试对于运营利润和ROA 没有任何影响。基于调节回归分析结果，我们发现开放思维对于新产品开发能力与新产品绩效的关系有显著的调节作用。例如， 开放思维可以调节创意产生对于销售的增长，市场份额， 运营利润，投资回报率和资产收益率的影响。开放思维也可以调节创意筛选对于销售的增长，市场份额，运营利润，投资回报率和资产收益率的影响。但是，只有技术开发对于市场份额影响可以被开放思维调节。市场测试和广告宣传对于销售增长和市场份额的影响可以被开放思维调节。对于革新文化而言，它对于创意产生和销售的增长，市场份额，运营利润，ROI和ROA 的影响有调节作用。革新文化对于促进销售的创意筛选，市场份额，运营利润，ROI和ROA 间的关系有调节作用。当验证广告宣传时，我们发现它与销售增长，市场份额，运营利润， ROI 与ROA 绩效有很强的交互作用。虽然并不是所有的假设都被支持，但是结果表明，研究者必须理解革新范围和新产品开发绩效的维度。完善的研究还需要更多的研究来验证其他类型的组织文化。组织文化是包含很多维度的复杂理念。未来的研究可以将其他重要的维度列入其中。