知識密集與競爭力多元化的趨勢，越來越多企業重視核心競爭力的孕育。然而，要擁有價值性與獨特性的核心競爭力，除了倚賴前瞻的視野和正確的決策，最重要的是「穩定關鍵人才」，因為創造組織競爭力的智慧資本正掌握在具備價值性知識的關鍵人才手中。如何穩固人才流動率是維持組織獨特性和避免競爭力趨於一致性的重要關鍵；因此，如何同時保有團隊合作的彈性多元和穩定知識型工 作者流動率，即是本研究所要探討的問題。 知識型工作者擁有重視自立自主的特質，對所屬組織的認同與否是該工作者對組織投入程度的重要因素之一，但是，這樣的工作訴求往往無法從正式團隊中得到滿足。本研究將社會資本理論與社會承諾理論納入團隊型態設計中，提出非正式團隊的概念，探討不同的團隊型態對組織承諾是否有影響? 什麼類型的團隊型態對穩定知識型工作者流動率較佳?藉以信任度和工作自主度作為中介變項，更 深入地了解團隊型態與組織承諾之關係。 本研究以國內某研究機構的全體工程師作為研究母體，將研究母體區分為正式團隊成員與非正式團隊成員兩類，經過系統性抽樣的方式進行問卷調查。研究結果發現，非正式團隊較正式團隊有較高的信任度、工作自主度和情感性組織承諾，更發現信任度和工作自主度等兩變項，對團隊型態與情感性組織承諾皆產生完全中介效果。因此本研究推論，對於知識型工作者而言，組織能夠透過非正式團隊提升員工關係與員工的情感性組織承諾，進而達到改善留任意願的目標。The development of knowledge-based economy and the globalization of the world economy made it important forcorporations to improve their competitiveness by building up their corporate core competency. However, competitiveness to a large extent comes from knowledge workers. Therefore, how to retain knowledge workers becomes a critical element for maintaining competitiveness and the success of a corporation. How to retain productive knowledge workers? Opportunities to participate and to involve in organization’s decision making process and identifying themselves with their own organization are important elements. Following social capital theory and social commitment theory, in this study we divide type teams into formal teams and informal teams. The objective of this study is to address the following questions: Is there a close relationship between types of teams and organizational commitment? If so, what are the factors affecting these relationships? In this study we treat trust and autonomy as mediators of the relationship between types of teams and organizational commitment. We use X company as a case study by sending out questionnaires to 807 engineers and with a return rate of 33%. After analyzing the returned questionnaires we found the following results: Members of informal teams on average have a higher degree of trust, autonomy, and emotional commitment than who work in formal teams. And the sense of trust and autonomy play the role of mediator to the relationship between types of teams and emotional commitment. These findings suggest that corporations are able to raise knowledge workers’ coordination and emotional commitment via the forming of informal teams, and thus increase the retention rate of knowledge workers
