綜上所述，本研究採問卷調查法收集樣本，共回收219份有效問卷。採用偏最小平方法(Partial Least Square)對資料做分析並檢視假說。研究結果表明，同儕壓力對勞動敏捷性呈負向的關係;神經質正向調節同儕壓力與勞動敏捷性的關係;盡責性人格特質負向調節同儕壓力與勞動敏捷性的關係;親和性人格特質正向調節同儕壓力與勞動敏捷性的關係。最終本研究結果將豐富現有軟體開發之研究，並提高對於勞動敏捷性文獻的理解。軟體開發團隊可以藉由本研究之發現與建議進行調整，以提升團隊成員之勞動敏捷性。此外，本研究亦針對不顯著之假說進行深入探討，並提出研究過程中的限制以及針對未來可進行的研究方向提出說明。;To adapt to the highly competitive and constantly changing environment, software development teams need to quickly respond to customer demands and provide corresponding feedback. Therefore, workforce agility is crucial in software development teams. Despite the reduced bureaucratic control in agile-focused software development teams, the flat management structure and increased autonomy of team members may lead to peer pressure. Peer pressure can potentially reduce the workforce agility of software development team members. However, the relationship between peer pressure and workforce agility may vary among individuals due to their personality traits. Currently, there is lack of literature on the relationship between peer pressure and workforce agility, as well as the moderating effect of the Big Five personality traits. Thus, this study aims to explore the impact of peer pressure on the workforce agility of software development team members and the moderating role of the Big Five personality traits.
In summary, this study collected samples using a questionnaire survey method, with a total of 219 valid questionnaires retrieved. The data were analyzed using Partial Least Squares (PLS) to examine the hypotheses. The results indicated that peer pressure has a negative relationship with workforce agility. Neuroticism positively moderates the relationship between peer pressure and workforce agility; conscientiousness negatively moderates this relationship; and agreeableness positively moderates the relationship. The findings of this study will enrich existing research on software development and enhance the understanding of iterature related to workforce agility. Software development teams can adjust based on the findings and recommendations of this study to improve the workforce agility of their team members. Moreover, this study provides further explanations for non-significant hypotheses,outlines the limitations encountered during the research process, and suggests directions for future research.
