本研究目的為驗證Hackman & Wageman (2005)提出的團隊教練理論，該理論認為團隊績效流程在團隊教練與團隊效能的關係中扮演中介角色，而團隊設計與組織限制在這三者的關係中具有調節效果。本研究的樣本來源為工研院的110組專案團隊。經由迴歸分析的結果顯示，一、團隊教練正向影響團隊績效流程與其三個子流程(努力、策略、知識與技術)；二、團隊績效流程與其三個子流程對團隊效能有正向影響；三、團隊績效流程與其三個子流程皆部分中介團隊教練與團隊效能間的關係。 然而，由於工研院的專案團隊所身處的環境，團隊設計在團隊教練與團隊績效流程的關係中不具有顯著的調節效果；組織限制在團隊績效流程與團隊效能的關係中也不具有顯著的調節效果。 本研究建議專案經理可以藉由展現團隊教練的行為來改善團隊運作的過程並提升團隊效能。尤其當其環境類似於工研院，所受到的組織限制較小，並且專案團隊形成的模式也類似於工研院時，專案經理較不需花費心力於組織限制與團隊設計上，因此更能專注於展現團隊教練行為。此時團隊教練行為更能發揮其功效，改善與提升團隊運作過程與團隊效能。 ;The purpose of this study was to examine the theory of team coaching which is the mediating effect of team performance process on the relationship between team coaching and team effectiveness, moderated by team design and organizational constraints (Hackman & Wageman, 2005). 110 valid project team samples were taken from ITRI. Regression analysis results showed that (1) team coaching significantly positively influenced team performance process and its three sub-processes (effort, strategy, and knowledge and skill), (2) team performance process and its three sub-processes significantly positively impacted on team effectiveness, and (3) team performance process and its three sub-processes partially mediated the relationship of team coaching and team effectiveness. However, under the condition of ITRI’s project teams, the moderating effects of team design and organizational constraints were not proved to have effects on the relationship of team coaching and team performance process and the relationship of team performance process and team effectiveness respectively. Implications suggested that project managers could enhance team effectiveness and team performance process by facilitating team coaching especially when there are little organizational constraints imposed on project teams and when the pattern of project team design was similar with ITRI.