本研究章節安排如下： 第二章為相關文獻探討，第一節針對何謂學習型組織進行瞭解，並與傳統的組織學習進行比較。第二節是學習相關理論整理，主要是瞭解單圈學習與雙圈學習之間的差別，而在何種環境之下，雙圈學習將更顯現出它的重要性，並且瞭解到組織中個人的學習並不能保證組織亦能夠學習，而之間如何連結將是重點所在。第三節主要是描述圈隊對於組織學習的重要性，並在接下來的兩節中討論團隊建立時會遭遇的困難以及Peter Senge 「第五項修練」中有助於於團隊學習的相關修經練。 第三章為本研究的研究方法，分別描述本研究採取個案研究方法的原因以及資料蒐集的方法。 第四章是個案描述，第一節針對個案公司（DRC 公司1）推行過程進行瞭解，而在第二節中對個案加以分析以發展命題。 第五章便是結論與建議。

本研究旨在探究國民小學校長讀書會團隊學習與學校效能之關係。本研究採用問卷調查之研究法，問卷調查樣本以臺灣地區基隆市、台北市、台北縣、桃園縣、宜蘭縣、新竹縣、新竹市及苗栗縣八縣市公立國民小學校長為研究對象，共計抽取391位公立國民小學校長，樣本回收247份，回收率為63.17%；樣本可用227份，可用率58.1%。研究工具包含自編之「國民小學校長團隊學習調查問卷」及採用之「國民小學學校效能調查問卷」。本研究統計方法為描述性統計、t考驗、單因子變異數分析、皮爾森積差相關分析、多元逐步迴歸分析、結構方程模式（SEM）分析等方法進行分析討論。根據研究結果與分析後歸納之研究結論如下： 一、國民小學校長團隊學習之內涵包括績效滿意、責任義務、目標承諾、一般承諾、互補技能與團隊衝突。 二、國民小學學校效能之內涵包括學校建築環境設計、學校行政領導、教師教學效能、學生整體表現、社區家長支持與學校組織氣氛。 三、校長團隊學習的得分程度佳，並以「責任義務」得分最高，而「績效滿意」得分最低。 四、學校效能的現況得分程度佳，並以「學校行政領導」能力表現最佳，以「教師教學效能」能力得分最低。 五、校長背景變項中，性別、最高學歷及學校區域在校長團隊學習的得分差異達顯著水準，但在年齡、校長年資、學校規模未達顯著差異。 六、校長背景變項中，性別、年齡及最高學歷對學校效能的得分差異達顯著水準，但校長年資、學校規模及學校區域未達顯著差異。 七、校長團隊學習與學校效能間呈顯著正相關。 八、校長團隊學習對學校效能具有中度預測力，且以責任義務最具有預測力。 九、校長讀書會團隊學習對學校效能的模式經驗證後適配度佳，具有顯著影響力。 最後，本研究依研究結果分別提出以下建議： 壹、對教育行政機關的建議 一、宜有計畫推行、倡導並輔助校長讀書會的成立。 二、教育行政人員一同加入參與校長團隊學習，達到資源互助與共同成長。 三、協助校長讀書會之成功經驗出版或網站建構。 四、舉辦增進校長學校經營效能之團隊學習進修活動。 五、建立完整之國小校長在職訓練發展制度。 六、針對校長讀書會給予經費上的補助。 貳、對國民小學校長的建議 一、校長參與讀書會團隊學習時，應對績效滿意、責任義務、目標承諾、一般承諾、互補技能與團隊衝突有所關注。 二、參與校長讀書會團隊學習首重責任義務。 三、校長應有計畫，且有恆心、毅力的參與校長讀書會團隊學習。 四、各個校長讀書會團隊間應頻繁接觸，以增進交流、對話並學習。 五、建置校長讀書會經驗分享平台，以幫助個人與團隊之成長與發展。 六、注重專業知能與實踐能力，以持續進修達成自我能力之躍進。 七、邀請資優的退休校長或表現優良的現職校長積極參與校長讀書會以分享豐富經驗。 / The main purpose of this research is to study the relationship of principals’ book club team learning and school effectiveness in elementary schools. The research methods used was questionnaires investigation. The research instrument was distributed to 391 public elementary school principals inclusive of Taipei City, Taipei County, Keelung City, I-Lan County, Taoyuan County, Hsin Chu County, and Miaoli County. There are totally 227 valid samples used in this study. The data obtained was interpreted using descriptive statistics, t-test, one-way ANOVA, Scheffé posteriori comparison, Pearson’s product-moment correlation, multiple regression and SEM through the use of LISREL 8.71. The conclusions drawn from the study were as follows: 1. The principals’ book club team learning includes: Commitment to Purpose, Commitment to a Common Approach, Complementary Skills, Accountability, Team Conflict, Team Performance and Satisfaction. 2. The school effectiveness includes: School’s Environment and Facilities, School’s Administrative Leadership, Teacher’s Teaching Effectiveness, Student’s Comprehensive Performance , Parental Support from Community, School Atmosphere. 3. All the elementary principals’ book club team learning got positive outcomes, and “Accountability” dimension ranks the highest, “Team Performance and Satisfaction” dimension ranks last. 4. All the elementary school effectiveness received positive outcomes, and “School’s Administrative Leadership” dimension ranks the highest, “Teacher’s Teaching Effectiveness” dimension ranks last. 5. The elementary school principals’ background demography district incurred a significant difference with all the principals’ book club team learning. 6. The elementary school principals’ background demography incurred a insignificant difference with all the school effectiveness. 7. The principals’ book club team learning for elementary school principals are positively correlated with the school effectiveness. 8. The principals’ book club team learning could positively predict the school effectiveness, especially “Accountability” dimension. 9. The model of the principals’ book club team learning to the school effectiveness for an elementary school principal is proper. In the last, based on the research results, the researcher proposes some suggestions for “Educational Administrative Agencies” and “the principals of elementary schools”, hoping to benefit the professional competence of principals and school principals in-service education in the future. Key words: principals’ book club, team learning, school effectiveness

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.