隨著新專案及新產品的開發愈加複雜，所牽涉的層面極廣，跨功能團隊此類的團隊型態也隨之出現。在此類團隊中，團隊成員皆是來自組織中各個不同功能領域，大家都各有專精但是需要分工合作以完成共同目標。 個人曾參與國內由研華文教基金會主辦之TIC (Technology Innovation Competition) 100創業競賽，參賽的學生創業團隊是由商學院的經營團隊與工程科學領域的技術團隊所組成，這樣的組合其實與跨功能團隊型態雷同。本研究以1-3屆的參賽學生創業團隊為研究對象，這些學生創業團隊，在長時間的競賽過程中，團隊內部的互動與運作及團隊外部資源使用的狀況皆不相同，而各團隊所獲致的最終結果也不盡相同。因此，本研究所欲探討的問題如下： 1.團隊內部影響因素如團隊品質與領導者特質對學生創業團隊之績效有何影響？ 2.團隊外部影響因素如業師與教授對於學生創業團隊之績效有何影響？ 3.團隊內部影響因素如團隊品質與領導者特質對學生創業團隊成員之個人成就有何影響？ 4.團隊外部影響因素如業師與教授對於學生創業團隊成員之個人成就有何影響？ 5.團隊成員個人的績效對團隊績效有何影響？ 本研究希望藉由探討這些問題，找出影響創業團隊績效與成員個人成就的團隊外部及內部因素，讓往後的新創事業團隊能有所方向努力，以提升他們的績效表現。 由實證結果分析可得知： 1.團隊品質構面下的相互支援因素會正向影響團隊效能。 2.有業師或教授的諮詢與指導之參賽團隊，其團隊效能與團隊效率不受影響。 3.團隊品質構面下的凝聚力及溝通因素會正向影響個人工作滿意度。 4.團隊外部影響因素構面下的有教授之諮詢與指導，會正向影響團隊成員個人創業技能之學習 5. 個人成就構面下的工作滿意度因素會正向影響團隊效能。

近年來，團隊這個名詞並不陌生，許多學校與企業都運用團隊來做為學習或工作的基本單位，原因在於團隊能夠帶來一加一大於二的綜效，達成較好的學習效果或工作成效，因此團隊績效是一個重要的探討議題，過去常以「I-P-O」的團隊績效模型來加以探討，而在模型中與其密切相關的元素則包括團隊組成與團隊互動，此外研究也顯示，雖然企業主普遍認為員工需具有溝通、人際相處及團隊互動的相關知識與技能，學校教育卻很少有提供這方面的課程。研究者剛好有機會連續三年參與本校AMBA之「團隊經營」課程的開發與執行，因此以97年度與98年度課程為例，除了探討此課程的成效外，也以此參與此課程的團隊為例，探討DISC人格、團隊組成、團隊互動對團隊績效的影響。 由於本個案之課程本身並非設計做研究用，因此研究過程乃是收集現有的資料做分析與歸納，更因為個案的團隊數量有限，因此採用質化的方式，以團隊組成為輸入變相，團隊過程為中間變相，團隊績效為輸出變相，97與98兩屆團隊各自比較與分析後，歸納兩屆的相同之處並對照文獻做討論。 結果發現，本課程可以為參與同學帶來團隊知識與團隊互動兩方面團隊能力的提升，不同的團隊能力可經由不同的活動達到效果，而不同的評分方式則會對團隊績效造成部分影響，有關團隊組成、團隊互動與團隊績效三者之間的關連，則提出幾個基本命題如下，可用作之後研究的參考: 有關團隊組成與團隊績效 1. 若團隊成員平均成熟度較高，則團隊績效較好。 2. 若團隊成員年齡標準差較大，則團隊績效較好。 3. 若團隊成員保證者所占百分比較低，則團隊績效較好。 4. 若團隊D+I的元素所占百分比較高，則團隊績效較好。 有關團隊組成與團隊互動 1. 若團隊成員平均成熟度較高，則團隊在溝通+合作的綜合表現較好。 2. 若團隊成員年齡標準差較高，則團隊在合作上表現較好。 3. 若團隊成員保證者所占百分比較低，則團隊在合作上表現較好。 4. 若團隊成員保證者所占百分比較低，則團隊在個人投入程度上表現較好。 5. 若團隊D+I的元素所占百分比較高，則團隊的任務性衝突較多。 有關團隊互動與團隊績效 1. 若團隊溝通狀況較好，則團隊績效較好。 2. 若團隊合作狀況較好，則團隊績效較好。 3. 若團隊溝通+合作狀況較好，則團隊績效較好。 4. 若團隊凝聚力較高，則團隊績效較好。 5. 若團隊成員個人投入程度較高，則團隊績效較好。 6. 若團隊整體互動狀況較好，則團隊績效較好。

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.

本研究目的在於探討：(1)團隊之領導模式；(2)團隊領導對團隊表現的影響；(3)團隊領導對集體效能的影響；以及(4)集體效能之中介效果。研究採問卷調查方式進行，以團隊為單位進行資料分析，有效樣本共計100組團隊，包括主管100位，團隊成員246位。研究結果顯示：（一）在團隊表現的影響方面，民主式領導的團隊表現較權威式領導的團隊來的優良；（二）在團隊表現的影響方面，主動式領導的團隊表現較被動式領導的團隊來的優良；（三）在團隊表現的影響方面，「主動—被動」對「民主—權威」不具調節作用，即「主動—被動」與「民主—權威」對團隊表現的影響無交互作用存在；（四）集體效能的一致性對於團隊表現不具有顯著的影響力，但對於團隊整體的集體效能則具有正向影響效果，即一致性高集體效能也愈高；（五）對於集體效能的影響，主動式領導所產生的集體效能高於被動式領導；（六）集體效能與團隊表現具有正向關係，當集體效能愈高時，團隊表現也愈佳；（七）集體效能在團隊領導對團隊表現的中介效果方面，僅在團隊領導對團隊績效的影響中具有中介效果，而對團隊態度與團隊合作方面，則不具有中介效果。本研究最後則針對研究結果進行綜合性討論，並針對研究討論所得之結果，提出研究的可能限制、後續相關研究建議、以及實務應用之建議。

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.

團隊多元化(team diversity)指的是團隊成員於人口統計屬性(如性別、年齡與種族)或潛在特性(如人格特質、工作態度或工作價值觀)上之分配情形與差異程度，或可稱之為團隊異質性(team heterogeneity)。過去實證研究雖指出團隊多元化可對團隊結果產生不同方向與程度之影響，但對於不同類型多元化與不同團隊結果間之關係仍缺乏較完整之探討。本研究將團隊多元化區分為關係相關多元化(relation-oriented diversity)與工作相關多元化(job-related diversity)，其中，再進一步將關係相關多元化分為表象多元化(surface-level diversity)與深層多元化(deep-level diversity)，目的在釐清各種多元化屬性之異同處。同時，本研究另將團隊結果分為團隊歷程與團隊績效。與過去研究不同的，本研究不僅探討團隊內部凝聚力，更將團隊多元化連結至外部歷程－外部活動(external activity)，以檢視多元化與外部活動間之關聯性。 本研究以社會分類與社會認同理論解釋關係相關多元化對團隊歷程與團隊績效之影響，假設愈高的表象多元化與深層多元化將對團隊歷程與團隊績效造成負向影響。本研究另以資訊與決策觀點及認知資源觀點解釋工作相關多元化對團隊歷程與團隊績效之影響，假設工作相關多元化將對團隊外部活動與團隊績效造成正向影響。 本研究以62位團隊主管與280位研發工程師，共62個研發團隊為對象，探討關係相關多元化與工作相關多元化對各種團隊結果之影響。本研究以問卷調查法搜集資料，發放問卷予研發工程師與團隊主管，前者回答多元化屬性與團隊歷程問項，後者回答多元化屬性與團隊績效問項。 研究結果發現，深層多元化與團隊凝聚力呈負相關，且深層多元化對團隊凝聚力之負向影響大於表象多元化。表象多元化與外部活動呈負相關，且表象多元化愈高之團隊，其團隊績效愈低。同時，工作相關多元化對外部活動與團隊績效呈正相關。由此可知，不同類型之團隊多元化可對不同團隊結果造成影響，當團隊之關係相關多元化愈高時，其團隊凝聚力愈低；而當團隊之工作相關多元化愈高時，其團隊績效愈高。因此，在探討團隊多元化與團隊結果之關係時，須仔細地思考關係相關與工作相關多元化是否會對特定類型結果產生影響，方能有助於團隊多元化研究成果之累積。 / Team diversity refers to the differences and heterogeneity of the team members’ attributes that people use to tell themselves that another person is different. Diversity is traditionally conceptualized in terms of visible differences in age and gender. Individuals may also differ on less visible characteristics such as level of education, tenure, personality, and attitude. Past research had investigated the relationship between diversity and team outcomes, however, conclusive findings of the effects of diversity on team processes and outcomes still do not exist. There is a need to develop a theory to explain the complexity of diversity and team outcomes. In this study, we adopted Jackson, May, and Whitney’s (1995) argument, offering a distinction between relation-oriented and job-related diversity, in which the former represents diversity attribute that are easily detectable or underlying and likely to evoke others’ socioemotional responses. Furthermore, relation-oriented diversity is categorized as surface-level and deep-level attribute. The former is defined as biological characteristics that are typically reflected in physical features, the latter is the differences among members’ attitudes, beliefs, and personality. To understand the impact of different types of diversity in team outcomes, this study links diversity to team cohesiveness, performance, and a new outcome, external activity. According to social categorization and social identity theories, relation-oriented diversity is negatively related to team cohesiveness, external activity and team performance. Whereas the social categorization perspective explains the relationship between relation-oriented diversity and team outcomes, the information/decision-making and cognitive resources perspectives focus more on job-related diversity. The information/decision-making and cognitive resources theories propose that variances in job-related attributes have a positive impact through increase in the skills, abilities, information, knowledge, and confidence that diversity brings, independent of what happens in the group process. There are 62 team leaders and 280 engineers, totally 62 teams, responding to the survey. We distribute different questionnaires to leaders and engineers. Besides individual characteristics, leaders evaluated the team performance, and engineers answered their perception about their team. Results show that deep-level diversity is negatively related to cohesiveness. Moreover, the impact of deep-level diversity on cohesiveness is stronger than surface-level diversity. Teams higher in surface-level diversity perform less external activity, and received lower leader rating for team performance. Results also show that job-related diversity is positively related to team performance. Apparently, different type of diversity leads to specific team outcomes. Teams higher in relation-oriented diversity lower cohesiveness, and those higher in job-related diversity lead to higher performance. Implications and future research needs are discussed.

領導者之決策對於組織的影響甚大，不僅決定企業的獲利，更可能影響組織的存亡。在現今快速變遷的環境中，領導者經常面臨在時間壓力下需快速做出正確的決策，因此本研究著重於探討領導者才能對於領導者決策品質，以及團隊競爭力與績效之影響。具體而言，本研究從Sternberg所提出的WICS模式為出發點，探討「領導者智慧」、「領導者實用智力」、「領導者分析智力」及「領導者創新能力」對於「領導者決策品質」、「團隊競爭力與績效」之影響，並建構「領導者才能之競爭力模式」。至於領導者才能之競爭力模式，不僅可以做為後續相關研究之重要參考，亦可協助企業與領導者檢視其領導效能，進而做為改善競爭力與績效之重要依據。 本研究之問卷經嚴謹之程序編製，首先進行專家會議、信效度及因素分析之檢驗，之後再進行研究變項間之探討。研究樣本採立意取樣方式，以團隊為單位，每個團隊收集團隊領導者及其五位直屬部屬之調查問卷。本研究總計回收40位領導者與200位部屬之有效樣本，統計分析結果顯示，本研究所有量表皆具有良好之內部一致性信度（.754~.972）與效標關聯效度（.280~.820）。 此外，本研究根據結構方程模式驗證本研究之假設，綜合結果顯示：1. 領導者智慧、實用智力、分析智力及創新能力對於領導者決策品質具有顯著且正向之影響；2. 領導者決策品質對於團隊競爭力具有顯著且正向之影響；3. 團隊競爭力對於團隊績效具有顯著且正向之影響；4. 「領導者才能之競爭力模式」獲得實證支持。最後，研究者根據本研究結果，提出對未來學術研究與實務應用具體之建議。 / Leaders’ decisions have a great impact on organizations; they influence not only the revenue but also the survival of organizations. In this fast-changing environment, leaders always need to make fast and correct decisions under time pressure. Therefore, the focus of this study is the effect of leaders’ skills on the quality of leaders’ decisions so as to improve the competitiveness and performance of teams or organizations. The present study starts from WICS model which developed by Sternberg to examine the effect of leaders’ wisdom, practical intelligence, analytic intelligence, and creativity on the quality of leaders’ decisions, team competitiveness and performance, and to construct the competitiveness model of leaders’ skills. The development of competitiveness model of leaders’ skills could not only be used by following related studies, but also assist organizations and leaders to review leadership efficacy in order to improve the competitiveness and performance. The present study constructed the questionnaire through an expert committee, tests of reliability, validity, and factor analysis. The samples of team unit were collected using purposive sampling, and each unit included one leader and five immediate subordinates. A total of forty valid sample units which had forty leaders and two hundred immediate subordinates were collected. Through the statistical analysis, it shows the internal consistency reliability (.752-.972) and criterion-related validity (.280-.820) of all scales (leaders’ self-rating and subordinates’ other-rating) were excellent. Furthermore, according to the result of hypothesis testing and Structural Equation Modeling analysis, it shows: 1. Leaders’ wisdom, empirical intelligence, analytic intelligence, and creativity have a significant and positive influence on the quality of leaders’ decisions; 2. The quality of leaders’ decisions has a significant and positive influence on team competitiveness; 3. Team competitiveness has a significant and positive influence on team performance; 4. The constructed competitiveness model of leaders’ skills was supported. Finally, suggestions were proposed for further academic studies and practical application based on the result of the present study.