本研究乃是以經濟部所屬國營事業第一波民營化名單，包括中鋼、中船、中工、中化與台機等五家公司為對象，探討團隊特性（協調性、合作性、相互支援性、目標與績效衡量、意見及決策參與、溝通管道、領導風格）與組織變革（民營化）態度之間的關係。因為現代社會環境變動既刻烈又快速，組織乃一開放系統，為求組織的生存與發展，必須與所處環境保持一種動態的平衡，因此變革勢所難免。如何使員工願意接納組織所進行的變革、如何消弭或減緩員工抗拒變革的心理，有何模式及解決之道，這些均值得探討。而在推動變革的過程中，如何使受到影響的員工能有效參與，利用團隊的力量，發揮團隊的綜效(synergy)，促動組織順利進行變革，這是組織的領導者或管理者所應面對的主題。在今日複雜多變的企業競爭下，「團隊合作」已成為愈來愈受歡迎的管理策略，經由集思廣益，可以強化創新及創造的能力，提高競爭優勢。未來成功的組織是一種強調不斷學習、不斷創新、扁平化、開放的「學習型組織」，而團隊是組織學習的基本單位，如何建立高效能的團隊則是另一項管理者所要面對的課題。實證研究在探討團隊特性與民營化變革之間的關係，以做為團隊是否可適用於組織變革過程的實證支持。結果發現兩者之間有一定的相關性存在。經由理論分析、實證調查、深度訪談三種研究方法的運用，得出幾點研究發現：1.團隊的「目標與績效衡量」、「意見及決策參與」、「溝通管道」、「領導風格」等特性與組織變革（民營化）態度中的「支持民營化變革」有關2.團隊的「合作性」、「相互支援性」、「目標與績效衡量」、「意見及決策參與」、「溝通管道」、「領導風格」與「抗拒民營化變革」態度有關3.團隊的「目標與績效衡量」特性與「採中立觀望態度」有關。本研究綜合各項研究結果提出以下研究建議：一．在民營化變革方面：1.加強民營化政策及法令的宣導2.使員工參與民營化變革事項的規劃工作3.工會積極扮演溝通協調角色4.給予員工第二專長訓練及轉業輔導5.民營化專業顧問的利用6.企業文化及形象的重塑7.鼓勵員工優先認股或由員工接辦民營化後的業務。二．管理實務方面：1.組織變革應以策略為導向2.遵循計畫性變革的步驟3.重塑扁平化的團隊式組織架構4.利用外部顧問促動變革的產生5.最高主管的支持6.組織變革應以組織文化的變革為基本。

臺灣在郊出現以前縱使農商業經濟已經開展，卻並無商業團體存在。18世紀中葉以後，進入臺灣開墾貿易的商民倍增，如何協調生意上的糾紛、應付官府攤派的地方公務，成為商人亟需面對的課題，郊就在這樣的背景之下形成於臺灣。 因此本文聚焦於臺灣歷史上規模最大的商業團體—臺南三郊，探討臺南三郊在各個時期與地方政府及地域社會之間的互動。嘉慶元年（1795），臺南三郊正式出現後，三郊並透過各種公共事務的參與，例如驅逐海盜、運榖平糴、調解華洋糾紛、修築軍工廠港道、辦理團練，換來清政府賞賜公戳記、匾額、花紅以及免納租息的土地業權。 清代與日治政權交替之際，許多商人紛紛停業內渡清國，臺南三郊一時大為衰退，直到明治32年（1899）才重興。本文指出殖民政府對於臺南三郊重興，扮演了關鍵決策者的角色，並且在日後引導臺南三郊建立臺南商工會。日治初期臺南三郊重建以後，商人透過傳統的商業團體，進行現代性的投資，建立了臺南信用組合與維新製糖會社。 大正時期以後，三郊的商業團體機能轉移到臺南商工會。轉型後的臺南三郊積極參與社會活動，卻也遇到了市區改正拆毀三郊街屋，而三郊被定位為祭祀公業無法領取賠償金的問題，因此規劃申請將組織社團法人化，然而社團法人化的議題，卻因為三郊內部的派系鬥爭遭到擱置。昭和13年（1938）舊派控告新派虧空郊產、收取回扣，經過纏訟後，雙方在昭和15年（1940）經州廳指示，將臺南三郊解散，而其產業納入臺南商工經濟會名下，戰後由臺南市商會接收。 / Even though the agricultural and business activities in Taiwan had developed at certain extent, however there was not any associations of merchants until Jiao（郊） appeared. After the middle of the 18th century, with the increasing number of Chinese merchants entering Taiwan for land development and trading, the mechanism of resolving the dispute in business, handling the public affairs assigned from the local government had become an urgency. In this context, Jiao came into being in Taiwan as a result. This article will be focusing on the biggest associations of merchants that ever appeared in Taiwan—Tainan-San-Jiao（臺南三郊）, and investigating its interaction with the local government and with the regional society in each period. After its formal appearance in Jia-Qing（嘉慶） 1st year （1795）, through participating in various public affairs such as driving out the pirates, transporting and purchasing grains at fair price, dealing with disputes between local and foreign merchants, building canals that connected military factories to sea, organizing and training militia（Tuanlian團練）, Tainan-San-Jiao obtained the official seal, plaques, reward and land property rights without paying land tax. Upon the change of regime from Qing Dynasty to Japanese government, many merchants chose to suspend their business and returned to mainland China, the function of Tainan-San-Jiao had declined for a period of time. It was not until Meiji（明治） 32nd year（1899） did it revive. This article will point out that the colonial government has played a key role in policy making which contributed to the revival of Tainan-San-Jiao, and later led Tainan-San-Jiao to establish the Shoukoukai（商工會）. After the revival of Tainan-San-Jiao, the merchants made modern investments through this traditional merchant organization, and built up Tainan Credit Cooperative(Shinyoukumiai信用組合) and Ishin Sugar Company(Ishin seitoukaishixya維新製糖會社) . In Taishou（大正） period, the function of merchant organization of Tainan-San-Jiao has been transferred to the Chamber of Commerce. After transformation, Tainan-San-Jiao which was no longer merchant organization, actively participated in social activities, in the meanwhile the house property belonged to Tainan-San-Jiao was tore down due to the Urban Renewal in progress. However, Tainan-San-Jiao failed to receive compensation since Tainan-San-Jiao was then seen as a property-owning ancestral worship association(祭祀公業). Tainan-San-Jiao therefore planed to apply for transforming to Corporation Aggregate, yet the issue was postponed owing to the conflicts among factions within the organization. In Shouwa（昭和） period, the old faction accused the new faction of the embezzling property and receiving sales commission. After a period of litigation, the two factions eventually decided to dismiss Tainan-San-Jiao under the order of the government, and its property was shifted to the Chamber of Commerce, later was taken over by the Chamber of Commerce of Tainan City aftermath of World War 2.

本研究以團隊研究的角度探討創新的過程，進而去探討比較深入的團隊互動細節。本研究希望能夠將創新過程與團隊研究進行整合與對話，從中了解到團隊研究對於創新有何助益，而創新過程中不同的團隊因素之間又有何關聯性存在著？進而對我國企業未來進行創新過程時能有所助益。 研究對象的選擇方面，經由研究者立意評估之後，決定選擇「iBook與蘋果電腦協同設計個案」、「國豐Monitor品牌經營個案」、「華宇PMP之商品開發個案」、「華宇LCD Monitor商品開發個案」作為本研究之研究個案，原因簡述如后。 iBook與蘋果電腦協同設計個案： 爭取到蘋果電腦的合作意向之後，持續進行協同設計達五年之久。從創意發想到進行提案，成功爭取蘋果電腦首肯同意合作，並且開始進行iBook的細部開發，面對先進技術的未知性，面對及時上市的壓力，最後成功在市場上獲得好評。該公司當時只是成立不到一年的新公司，面對大廠環伺，該公司如何能夠勝出進行創新過程？以小搏大是本案例的獨特性，更能帶給新創業者不一樣的啟示。 國豐CRT Monitor品牌經營個案： 從無到有推出自有品牌，在傳統CRT螢幕被LCD取代之前穩占世界前五大品牌。從創意發想到確定構想，進而進行跨團隊合作，整合不同國家的人員進行創新過程，並且成功在市場上獲得一席之地。如何在眾家CRT競爭之下脫穎而出，值得深入進行探討。 華宇PMP商品開發個案： 華宇當時決定進行PMP產品的開發，在全無類似產品開發的經驗下，持續近一年之久。從創意發想到產品研發與製作，都是公司先前沒有經驗的領域，而且過去的華宇是以筆記型電腦代工為主，對於PMP產品並沒有接觸。華宇是個代工廠，且以筆記型電腦代工為主力，在這樣情境下的創新過程，會是怎樣轉折值得探討。 華宇LCD Monitor商品開發個案： 華宇在PMP商品開發失敗後，決定事業部化，遂成立視訊事業部專司LCD Monitor研發。捲土重來，雖然PMP失敗了，但是LCD卻成功，其中的原因為何？歷經一次失敗後，成功熱銷LCD Monitor之過程，浴火重生經驗值得研究。 本研究之個案均有獨特的背景與環境，研究者針對團隊研究之因素進行分析，找到各個團隊因素之間的關聯性後，以此進行本研究個案之研究探討，最後並作出結論與提出建議。 / This research will look at the process of “creativity to product” from the angle of team research. Team research focuses on confirming the interconnection of the factor such as the relationship between the leader and follower, the relationship between knowledge sharing and the innovation, etc. I decide to choose “Cooperating design of iBook and Apple computer”, ” Kuofeng monitor brands perating”, ”Arima’s PMP products development”, and “Arima’s LCD monitor development” as the cases studies for this research. The result of the cases I listed above. Cooperating design of iBook and Apple computer： From idea to proposal and finally the permission, ibook has cooperated with Apple computer for five years. Although faced with pressure and uncertainty, iBook finally was popular in the market. Encountered with many strong manufacturers, iBook was just a new company open less than one year. Its success in that kind of predicament can set a good example for the innovative industries. Kuofeng CRT monitor brands operating: Starting the brand from scratch, Kuofeng was always the top five brands before LCD replaced CRT monitor. From idea to realization, and then team work, they integrate the perators from different countries and different field, and successfully gain a place in the market. It completely experienced the process so that it also fit the criteria of comparability. Arima’s PMP products development: Arima wanted to find a way out by developing a new product, which was PMP. However, Arima did not possess the specialists of PMP related-products, neither did the industry. Though many adversities, what caused the final failure? I will elaborate this in my paper. Arima’s LCD monitors development: After the failure of PMP, the company became profit-centered. One of the unit specialized in developing the the LCD monitor.They did not have the experience but still developed the product received huge success. Compared with the failure of PMP, what cause the final success of this product? However they all have different background, direction and environment. How will these factors affect the result is worth doing research on it.The structure of this research is reflecting on the literatures, and focusing on the team factors to analyze, and using these results to study the cases.

The goal of this dissertation was to explore the key factors and managerial mechanisms that influence performance of inter-organizational collaborative teams. Specifically, this research addressed five key constructs: inter-organizational collaboration relationships, project characteristics, team process, managerial mechanisms, and team performance of inter-organizational collaborative teams. Data for this study was collected via semi-structured interviews within two stages. In the first stage, interviews were done with the executives, focusing on the inter-organizational relationships, managerial mechanisms and the performance of the inter-organizational collaborative team from strategic perspectives. The next stage involved with interviews with the team members to collect the information regarding team process more thoroughly. The results suggested that (1) Inter-organizational relationships positively affect the inter-organizational team process. (2) Project Characteristics also play a role in the team process of inter-organizational collaboration. (3) Inter-organizational team process have positively influence on the performance of inter-organizational collaborative teams. (4) Managerial mechanisms, such as mutual learning, and organizational culture, also have influences on the team process and team performance of inter-organizational collaborative teams. However, we had few findings about the team incentives program or any other formal mechanisms that promote the team process and team performance.

本研究乃以台北市一所國中的英語團隊為研究對象，藉由訪談與觀察，就團隊的英語創意教學、英語創意團隊的特質、英語創意團隊的發展歷程及影響英語創意團隊發展內外相關因素四個面向進行分析，並得到以下的結論： 一、英語創意教學 （一）營造優質英語學習環境，從校園中雙語環境的建構開始，讓學生能自然 而然學習英文。 （二）每日一句與闖關活動，透過提供學生每天一個英文句子的構想，逐漸累積學生的英語學習基礎。 （三）推展英語閱讀風氣，由老師規劃選定英文書籍，提供學生進行選讀。 （四）建置線上測驗題庫，擴展學生更寬廣的學習空間。 （五）舉辦各項英語競賽，提供學生一個表現與揮灑的舞台。 （六）有效的英語教學策略，堅持符合學生個別差異，發展適合的教學方式。 （七）彙編英語學習護照，將學校推展的各項英語課程設計與活動進行統整。 二、英語創意團隊的特質 （一）團隊成員間充分合作精神，無論在創意活動的討論、或工作分配都是完全配合。 （二）對於工作的認真投入與付出，已是成員間的一種共識。 （三）沉重工作量所造成的負擔，並未使成員們卻步，反而讓老師們基於對教育專業的堅持，更加努力與投入。 三、英語創意團隊的發展歷程 （一）團隊成員的生態重組，正好資深教師退休，英語團隊成員彼此年齡接近且想法接近。 （二）由於對新的九年一貫教育政策不了解，英語團隊成員轉而依賴領域會議的討論與彼此的支持。 （三）召集人兼具規劃與帶領的角色，引導著團隊創意教學的研發。 （四）領域工作量劇增所帶來的疲備感，團隊成員會私下抱怨並相互打氣，只是這樣的聲音卻不曾影響到團隊的運作。 （五）隨著團隊人員數量的變動，例如缺乏實習教師的編制，召集人亦針對英語領域的創意活動進行調整，以適度減輕成員的工作負荷。 四、影響英語創意團隊發展內外相關因素 （一）教師專業進修的充實，奠定英語團隊的基礎資訊能力，。 （二）行政全力的配合與協助，以及公開場合對英語團隊公開讚賞與支持，給予團隊成員莫大的鼓勵。 （三）學生在學習態度上積極認真，且整體聽說讀寫能力亦大有進步。 （四）校內其他領域教師未對英語領域給與過多的關注與壓力，讓英語團隊有著更寬闊的空間。 （五）領域召集人對教育的堅持及領導風格，是帶動團隊發展的一個關鍵。 （六）教育政策上的頒布，提供老師一個進修及合作的機會點。 （七）隨著創意教學的落實，學生在英語表現漸有成果與進步時，家長的支持力量也展現出來。 根據研究發現與結論，本研究從以下三方面提出建議： 一、學校行政人員：學校領導者應統整學校本位課程課程，行政處室主動提供協助並促進各領域交流及對話。 二、學校領域團隊：應慎於團隊領導人的選定，且其角色功能應重於領導與協調；而團隊其他成員，則可從其教育熱忱的強化著手。 三、後續研究：對於未來相關研究的建議，首先在研究向度可加入學校教師文化的探討，另可將創意團隊與創意個人的表現作一比較。 / The research focuses on a junior high school in Taipei. Analyzing the presentation of English creative teaching, the characters of the creative team, the development of the creative team and the factors that affects the development of the team. And the researcher gets the conclusions as the following, A.The presentation of English creative teaching includes providing a good environment of English learning with bilingual signs and posters, inventing activities like “one English sentence every day” to let students accumulate their English sentences, promoting the students’ ability of English extracurricular readers, redacting the English tests on line to afford the students wide space of learning, holding various kinds of English contests, making the effective strategies of English learning according to the difference between students, and compiling an “ English Passport” to integrate all of the curriculum and activities. B.The characteristics of the English creative team consist of complete cooperation, earnest work and the insistence of educational profession. C.the Development of the Creative Team At first, some English teachers retired, and the members left in the team are similar in ages and thought. Second, the teachers got the need of forming a team because of the new educational policy, like “the Nine-Year Integrated Curriculum.” The leader of the team plays the role of the guidance and coordination. The members keep the enthusiasm and they encourage one another even feeling tired. At last, the team comes to modification based on the comprehensive opinions. D. The factors of creative team development are divided into the ones of the inner and outer school. The inner factors are the support and assistance of the administration, the students’ progress, the attitude of the other teachers in the school, the leadership of the team chief and the teamwork of the whole members. Besides, the outer factors are the educational policy and the alimentation of students’ parents. According to the exploration and conclusion, the researcher addresses the advice, A.A principal should be the leader of the curriculum in order that he can conduct the teachers to develop the school-based curriculum. And the administrative staffs have to give the most assistance to all the teachers. B.The leader of the team is a very important role, especially his leadership style. And about the members, we need to cultivate their enthusiasm. C.They can be added into the further research like the exploration of teachers’ culture and the discrepancy of creativity between individuals and teams.

過去研究雖然發現團隊情感氛圍 (group affective tone)能有效預測團隊成員的助人行為、團隊創造力、團隊缺席率與離職等重要變數，但在概念上或是理論上仍有許多未釐清之處。因此，本研究擬針對下列的文獻缺口加以探討：(1) 探討影響正/負向團隊情感氛圍形成的前因變數，釐清有哪些變數會影響團隊情感氛圍的形成；(2) 探討不同時間點正/負向團隊情感氛圍的動態改變及情感事件的干擾效果；(3) 探討正/負向團隊情感氛圍與團隊績效的因果關係；由於單一研究不易同時兼顧上述三個研究目的，因此本研究將以三個研究分別針對上述目的加以探討。 在研究一，本研究以101個學生團隊做為樣本 (523位成員)，路徑分析的結果發現，團隊成員的年齡、教育背景多元化，會透過負向影響群體認同、進而強化負向團隊情感氛圍。此外，知覺團隊間競爭、成員的迎合、自我表現印象管理策略，則會透過正向影響群體認同、進而強化正向團隊情感氛圍。在研究二，本研究則以44個大學部、碩士班學生組成的團隊做為樣本 (和研究一的樣本獨立，成員為215人)，階層線性模式分析的結果指出，正、負向團隊情感氛圍在跨時間點確實會產生動態改變，且前期的正/負向團隊情感氛圍均能顯著影響後期的正/負向團隊情感氛圍。且前後期間發生的負向情感事件，亦會減弱前、後期正向團隊情感氛圍之間的正向關係。最後，在研究三，本研究以81個高科技產業研發團隊做為樣本 (包括259位團隊成員及81位主管)，交叉延遲貫時性分析 (cross-lagged panel analysis, CLPA)的結果指出，前期的正向團隊情感氛圍對後期團隊績效有顯著正向影響，而前期團隊績效對於後期正向團隊情感氛圍，也有顯著的正向影響。整體而言，本研究之假設大多符合理論預期，而研究結果對團隊情感氛圍、團隊多元化、以及印象管理研究的理論意涵與實務貢獻，亦在文中一併加以討論。 / Extending previous research on group affective tone (GAT), three studies were conducted to examine the antecedents, dynamics, and consequences of GAT. In study 1, 101 student teams (523 members) were chosen as the sample. The results of path-analysis showed that team age and educational background diversity decrease group identification, which in turn increases negative group affective tone (NGAT). In addition, perceived intergroup competition, members’ self-promotion and ingratiation impression management tactics increase group identification, which in turn increases positive group affective tone (PGAT). In study 2, 44 student teams (215 members) were selected as the sample, and the experience-sampling method was used to capture the dynamics of GAT (i.e., 6-time repeated measure). The results of hierarchical linear modeling analysis revealed that the T-1 PGAT positively predict T0 PGAT over time; while T-1 NGAT positively predict T0 NGAT over time. Moreover, the negative affective event occurred during T-1 and T0 attenuates the positive relationship between T-1 PGAT and T0 PGAT. In study 3, 81 research and develop teams (259 members and 81 supervisors) were chosen as the sample, and the cross-lagged panel analysis (CLPA) was used to examine the causal association between GAT and team performance. The results of CLPA showed that T1 PGAT has a positive effect on T2 team performance. Additionally, T1 team performance has a positive effect on T2 PGAT. These result suggest that the presence of a reciprocal relationship between PGAT and team performance. All three studies support the proposed theoretical framework.

管理大師彼得。杜拉克(Peter F. Drucker)在1960年代即提出『知識工作』與『知識工作者』等觀點。之後，更在1993 年其著作-『後資本主義社會』（Post-Capitalist Society）當中表示，『我們正進入一個知識社會，在這個社會當中，基本的經濟資源將不再是資本(Capital)、自然資源(Natural Resources)或是勞力(Labor)，而將是知識，而知識員工將成為其中的主角』。 在知識經濟的年代，創造力比生產力重要，再加上，知識工作者所想要的是挑戰性較高的工作，所以喜歡在成功的團體中工作(Dick Dove,1998)。今日，許多由知識型工作者組成的知識型團隊紛紛出現，也是因為一個案子的成功已不太可能是只靠一人之人所達成，而是集眾人之力，因此，本研究以知識型團隊為主角，欲了解知識型團隊的運作的過程。 本研究嘗試想用左腦工作者與右腦工作者為出發點，想找出不同的知識工作者所組成的知識型團隊的團隊特性是否有差異？此外，這些差異是否會造成知識型團隊在選擇知識管理策略時選擇方向的不同？於是，想以成功團隊為例，試圖找出各個知識型團隊在團隊本質、創意特性、團隊特性與知識整合上的一般性，期望以知識管理為一架構，做一個重新的詮釋。 最後，經由「個案分析法」，本研究歸納出以下幾點結論： (1)、知識型團隊的特性可分為「團隊構成(知識異質性)」、「團隊的任務(任務模糊性)」與「相互關係」。「團隊的任務」與「相互關係」具有正相關，當團隊的任務模糊性高時，團隊成員與成員間相互關係自然緊密；若任務模糊性低，成員與成員間的互動會減少、互動方式只有垂直式互動為必須，互相依賴的程度也會變少，造成成員間的相互關係為鬆散。而不同知識型團隊因具有不同的團隊特性導致團隊「知識管理策略」產生不同的情形。 (2)、知識型團隊特性會影響團隊的知識管理策略。「知識依附的方式」、「知識儲存與協調的方式」、「知識整合模式」、「知識整合機制」與「整合者角色」與「團隊的任務(任務模糊性)」及「相互關係」的關聯性最強，與「團隊構成(知識異質性)」的關聯性最弱。 (3)、知識型團隊特性會影響團隊的知識管理策略。「知識整合機制」與「開展性與整合性思考時間比例」與「團隊的任務(任務模糊性)」及「相互關係」的關聯性最弱，與「團隊構成(知識異質性)」的關聯性最強。 (4)、「學習機制」、「整合者類型」與知識型團隊特性無關。 期望這幾點研究發現能對未來後續研究有任何啟發，並能對「知識管理」領域有些許貢獻。 / In 1960s, Peter F. Drucker was the first person who mentioned that “knowledge worker”. Afterward, he proposed that “now the society is a knowledge society. In knowledge society, the most important resource is not capital, natural resources and labor, but knowledge. Knowledge workers will become the main actors.” in “Post-Capitalist Society” in 1993. In knowledge economy era, creativity is more critical than productivity. Besides, knowledge workers want to work in more challenge environment, therefore, they want to work for successful teams. (Dick Dove, 1998) Nowadays, many knowledge teams emerge, because one project could not succeed by only one man’s effort. Therefore, knowledge team was selected as main actor in this investigation. In addition, it uses different types of knowledge workers as starting point in this work. It hopes to find some connections between “knowledge team’s characteristics” and “knowledge management strategies”. Also, it uses “case study method” to develop and summarize primary and secondary materials in this investigation. The aim of this study is as the follow: (1) To summarize “knowledge team’s characteristics” from practice of four cases. (2) To find the connections between “knowledge team’s characteristics” and “learning mechanism”. Also, it will analyze which “knowledge team’s characteristics” effects the knowledge team’s “learning mechanism” selections. (3) To find the connections between “knowledge team’s characteristics” and “the knowledge depending way”. Also, it will analyze which “knowledge team’s characteristics” effects the knowledge team’s “the knowledge depending way” selections. (4) To find the connections between “knowledge team’s characteristics” and “the knowledge storage and coordination way”. Also, it will analyze which “knowledge team’s characteristics” effects the knowledge team’s “the knowledge storage and coordination way” selections. (5) To find the connections between “knowledge team’s characteristics” and “the knowledge integration model”. Also, it will analyze which “knowledge team’s characteristics” effects the knowledge team’s “the knowledge integration model” selections. (6) To find the connections between “knowledge team’s characteristics” and “the knowledge integration mechanism”. Also, it will analyze which “knowledge team’s characteristics” effects the knowledge team’s “the knowledge integration mechanism” selections. (7) To find the connections between “knowledge team’s characteristics” and “the types of knowledge integrator”. Also, it will analyze which “knowledge team’s characteristics” effects the knowledge team’s “the types of knowledge integrator” selections. (8) To find the connections between “knowledge team’s characteristics” and “the role of knowledge integrator”. Also, it will analyze which “knowledge team’s characteristics” effects the knowledge team’s “the role of knowledge integrator” selections. (9) To find the connections between “knowledge team’s characteristics” and “the time ratio of opening and integration thinking”. Also, it will analyze which “knowledge team’s characteristics” effects the knowledge team’s “the time percentage of opening and integration thinking” selections. After doing interview and analysis, it gets several conclusions in this investigation: 1、“Knowledge team’s characteristics” can be divide into three parts: 　 A “The composition of team” B “The task of team” 　 C “The interrelation of team” There is an interesting thing among those three parts. “The task of team” is proportional to “The interrelation of team”. In other words, if “The task of team” is very hard, all teammates will interact frequently and job overlap is often. Then, “The interrelation of team” will be very closed. 　2、“Knowledge team’s characteristics” influence knowledge team’s “Knowledge Management Strategy”. In this investigation, “The task of team” effects knowledge team’s decision about “Knowledge Management Strategy” in several aspects, “The knowledge depending way”, “The knowledge storage and coordination way”, “The knowledge integration model”, ”The knowledge integration mechanism” and “The role of knowledge integrator”. 3、“Knowledge team’s characteristics” influence knowledge team’s “Knowledge Management Strategy”. In this investigation, “The composition of team” effects knowledge team’s decision about “Knowledge Management Strategy” in several aspects, ”The knowledge integration mechanism” and “The time ratio of opening and integration thinking”. 4、There is not any correlation between “Learning mechanism”, “The types of knowledge integrator” and “Knowledge team’s characteristics”.

籃球場上背後妙傳常是得分的關鍵，那種流暢的默契也是所有團隊協作者夢寐以求的境界。這種默契絕非一蹴可幾，而是有賴團隊成員透過持續互動而共同培養出來的；有默契的成員以類似的方式解讀任務環境且彼此了解，基於這種共通理解，團隊成員不須外顯的溝通就能精準預測夥伴下一步的行動，藉此做出相容互補的行為。如此透過成員互動培養出來的共通理解即團隊共享心智模式(team mental model, TMM)。 TMM過往在球隊、飛航、航管、作戰等行動團隊方面有紮實的研究，卻鮮少成功應用在以整合不同知識為目標的團隊上，這在跨領域協作越來越重要的趨勢下是很可惜的。本研究即在延伸TMM對話田野的呼籲下，探索跨領域團隊形成TMM的歷程。 研究採單一個案研究法，透過半開放式訪談，和專案成員共同回溯專案二十二個月過程中的事件，以及互動過程中的心境。彙整訪談逐字稿以重建專案歷程後，本研究得到以下結論： 一、跨領域專案團隊有一先行者，先行者心中的初始構想形成團隊發展TMM的基本方向。 二、一構想成為TMM成分，是該構想從「出現為議題」，轉變成「隱藏為前提」的過程。 三、成為TMM成分的構想以專案團隊特有的術語呈現在日常討論或行動中。 四、被團隊捨棄的和被接受的構想都是TMM的成分，影響團隊後續的討論和行動。 五、TMM是以核心/中介/周邊順序疊層起來的共形結構，核心TMM相對穩定，並透過中介TMM界定各成員/次團隊的介接規則，各成員/次團隊據以發展周邊TMM。 六、在核心/中介/周邊結構TMM下，成員共享的知識有些相同，有些重疊，也有些互補分布在不同成員間，卻不致彼此衝突或背離整體任務目標。 七、跨領域專案團隊是先就任務模式培養共通理解，然後據以發展協調模式。 在理論方面，本研究放鬆了過往TMM研究的外部預設最佳解、任務目標明確、單一線性收斂、成員均質等研究預設，重新檢視TMM跨越個人和團隊層次動態循環發展的歷程，並且提出從團隊互動層次掌握TMM的方法，促進TMM研究與跨領域團隊之間的相互滋養。 在實務方面，本研究指出跨領域專案團隊形成TMM的關鍵角色之功能和管理重點，也提供管理者根據「議題、前提、術語」的表徵，診斷跨領域專案團隊之TMM發展狀態，以及導引團隊朝向收斂效率還是發散創意的方法。 / This dissertation explored the developmental process of team mental model (TMM) in an interdisciplinary project team. TMM has been recognized as one of the most relevant constructs in collective cognitive and team learning. Prior researches acknowledged the contribution of TMM to team performance; teams with better TMM perform better. Limited empirical TMM researches were focused on action teams working on structured tasks like PC-based command and control simulations, cockpits, air traffic control towers, or military missions. Disagreed results emerged in teams dealing with knowledge integration however. This student attributed said discrpancy to some presumptions due to traditonal TMM researches. The objective of this research was to investigate how TMM is developed with those presumptions lifted. This study used a single case approach. In this interdisciplinary project, artists and engineers alien to each other were recruited to build a mechanical flower in twenty two months. Team members were interviewed to rebuild the process from which following findings were inferred in a team that requires knowledge integration: 1. A project initiator inherent to an interdisciplinary team substantially defines the initializing vector of the TMM. 2. The process by which a proposal becomes part of the TMM can be operationalized as a role transition of that proposal from a theme to a premise in the team. Each TMM ingredient is characterized as a team-specific jargon. 3. Proposals accepted and rejected by the team both constitute the TMM and influence the following development. 4. The TMM is developed as a layered conformal structure. More stable and shared by all members, the core TMM is interfaced by the intermediary TMM to the peripheral TMM. The peripheral TMM is shared only by subgroup members. With such a structure, decisions and actions are locally performed without departing from the core TMM. This research contributed to the TMM community by explicating the complex process and contents of the TMM developed in a cocreating team. The goal as well as the strategy was negotiated and cocreated by team members along their way to the end. Thus, both the research method and the findings of this study paved a way to facilitate cross fertilizing between TMM researchers and interdisciplinary fields. This research also provided interdisciplinary team leaders with tools to deploy key members, to diagnose the TMM development, and to balance the team between inertia and momentum. Finally, research limitations and future research suggestions are discussed.

本論文主要從利益團體的觀點來探討【無住屋者團結組織】的形成及維繫，在民國七 十八年六月一群小學教師面對房價的狂飆發起了無住屋運動，引起廣大市民的迴響。 短短兩個月中，成為各方矚目的焦點，更在同年八月二十六日號召萬人夜宿忠孝東路 。他們獨特的抗爭方式，強調幽默、理性、和平的路線，都使得這個代表無住屋者利 益的運動團體顯得與眾不同。究竟群眾參加的動機是如楚曼(David B.Truman)所謂的 共同利益，還是奧爾森(Mancer Olson)強調的基於選擇性誘因，或是薩利斯伯瑞(Ro- bert H.Salisbury) 所提出的政治企業家理論，確實值得深入探討！本研究以實地參 與及訪談為主，並對一般會員輔以問卷調查，根據問卷調查結果：不滿社會炒作風氣 ，此類表示性利益為多數支持者參與之主因。再經由筆者參與經驗及深入訪談，研究 得知在團體創始之初政治企業家亦扮演極為重要的角色；同時運用媒體的傳播，使潛 在的團體成員認同共同目標（例如住宅是基本人權，而非炒作的商品），藉由集體行 動，抒發了不滿的情緒。然而，要使團體繼續成長，如何提供會員選擇性的誘因就成 為關鍵因素。 無住屋者團結組織成立迄今近兩年，組織發展尚未定型，面對外界的諸多衝擊與回應 ，及內部成員的不同期望，亦在不斷調整當中。因此後續的轉變過程也是本文探究重 點之一。

本論文共分八章，內容為： 第一章主要說明研究動機及目的，重要名詞定義及全文結構。 第二章為研究方法，主要說明研究範圍、資料來源、分析方法及研究限制。 第三章為BCG 矩陣之說明，產品組群之源起，矩陣分析在行銷上的含意。 第四章為有關文獻之探討，主要引用國內外有關BCG 矩陣之研究及其討論。 第五章為BCG 矩陣之實證研究，以本研究所集之資料，加以分析，然後就結果及問題 加以討論。 第六章為BCG 矩陣之修正，乃結合有關研究及本研究所發現，對原矩陣加以修改。 第七章為修改後之矩陣的再驗證，分析其結果。 第八章為本論文最後之結論及建議。