近年來，因為外部環境的變化，台灣生產成本的上升，使台灣製造業開始外移。因應環境的變化，形成研發在台灣；製造在海外的虛擬團隊，製造早期參與新產品開發，以改善新產品的品質。資訊與通訊的快速發展，因此讓虛擬團隊更容易溝通，地理分離的狀況使的團隊協調變得更加重要。 本研究採用探索性的個案研究法，在選定數個研究對象後，接著進行個案訪談與相關資料的蒐集，以討論本研究主張的隱性協調在虛擬團隊的效果。研究結果發現: (1)信任、團隊效能對於共享與正確的團隊情境模式有正面的效果，這有助於隱性協調與專案績效。 (2)沒有明確的證據來說明知識多樣性對於分享與正確的團隊情境模式有負面的顯著影響。 (3)顯性協調機制對於隱性協調是有交互作用。 本研究希望隱性協調的研究對於管理與未來研究能提出一些建議。 In recent years, with volatile change in enterprise external environment, the cost of manufacture becomes more expensive. For reducing the cost, those enterprises of ITC industry have begun to transfer manufacture to lower cost areas. In order to adapt with the environment, R&D and the new product introduction teams become virtual project teams. To improve the quality of new product, enterprise use concurrent engineering on new product development. ITC makes communication between virtual teams easier. The team coordination becomes more important in virtual team. The thesis uses case study method. After selecting a few cases, it begins to interview and collect the relevant data, all of which is to discuss the effect of implicit coordination in virtual team and its performance. The result indicates that (1) Those variables of trust and group efficacy would increase the likelihood of implicit coordination behaviors and team performance. (2) No directly evidence to identify the variables of knowledge diversity in the teams will be negatively related to sharedness and accuracy of team situation model (TSM). (3) The inactive between implicit coordination and explicit coordination and jointly affect team coordination and performance. We hope this research of the implicit coordination will contribute to further studies and provide some suggestions for management.
