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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/65084


    Title: 團隊結構化程度與團隊衝突關係之研究 -探討專案不確定性的干擾效果
    Authors: 朱心誼;Chu,Hsin-i
    Contributors: 企業管理學系
    Keywords: 團隊的結構化程度;衝突;專案特性之不確定性程度;team structure;conflict;project characteristics
    Date: 2014-07-03
    Issue Date: 2014-10-15 14:40:00 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 在現今競爭激烈且迅速變動的環境下,過去的文獻專注的焦點多在組織的結構在多變的環境下是否需要靈活的運用機制。但卻未明確的研討出,在一般固有的組織下所使用的控制機制是否都適宜,亦會因為多變的任務下,如專案的特性之下而有所影響。有鑑於過去的學者主要都針對在探討新產品開發的專案特性,與績效間相關要素的影響,而沒有考慮到在專案特性下高程度的不確定性會增加設計任務的困難度,而引發不同類型的衝突,進而影響團隊績效。
    所以我們試著探討團隊的結構化程度可能導致不同種類的衝突發生,即使過去文獻中有關於衝突的定義相當廣泛,所以本研究進一步針對任務型、關係型及流程型衝突深入討論。
    本研究著重探討於團隊的結構化程度如何影響衝突,及探討在以新產品開發專案為基礎的情況下,團隊的結構化程度對於衝突的影響,並以專案特性之不確定性當作調節變數來衡量。
    本研究乃將理論與實務進行配合,以實證的方式驗證理論概念。針對台灣大型製造業廠商為研究主體,並且以曾經參與過新產品開發的專案人員為研究對象,所得有效樣本為180 份。經實證研究結果發現,團隊的結構化程度會降低任務型、關係型和流程型衝突的發生,而「專案特性之不確定性程度」的使用,會削弱團隊的結構化程度對衝突的負向影響。
    因此,本研究建議團隊的結構化程度必須與專案之特性協同一致,才能達到組織所追求的目標與結果。舉例來說,如組織在為降低衝突以增加團隊績效的目標為出發點,高程度的團隊結構化程度即可以很有效的降低其衝突,但同時又應該考量其專案特性之影響,進而達成組織的所預期的目標。
    ;In today’s highly competitive and rapidly changing environment, previous research focused on whether the organizational structure in the changing environment requires flexible use of mechanisms. Yet, little was known that the control mechanisms inherent in the general organizations are suitable for use, especially affected under the unstable factors, such as the characteristics of the projects.
    Previous researches mainly focus on the impact of project characteristics in new development project and team performance, without taking into account that in the high degree of project uncertainty will increase the difficulty of designing tasks, and lead to different type of conflicts, thereby affecting team performance.
    Since few studies have investigated from the view of task, relational and process type of conflict, we further discuss all three types in depth. Our research focus on the impact of dealing with stable tasks, greater team structure--higher levels of specialization, formalization, and hierarchy—can affect different types of conflicts. Project characteristics (e.g Project uncertainty) are especially introducing to investigate the relation between the degree of team structure and conflicts.
    Our empirical analysis focuses on Taiwan manufacturing industry and we send the questionnaires to who joined the NPD team, totally collecting 180 questionnaires. The empirical results demonstrate that high degree of team structure can reduce the conflict. Moreover, project uncertainty foster as a key catalyst for conflict, mitigating the negative effect between the degree of team structure and conflict.
    Appears in Collections:[企業管理研究所] 博碩士論文

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