絕大多數的企業，其領導體系大都為單ㄧ領導模式，但除了這種外，還有一種較為少見的領導模式，那就是由兩個、或多人共同分擔執行長職責的共同領導模式，這種領導模式因各領導人之間的信任度、領導特質差異，以及各領導人不同的價值觀，常會使衝突機會增加，溝通的時間加長，如何順利的執行共同領導，乃本研究的目的。 本研究方法包含文獻分析和訪談法兩種，並選定一家實施共同領導制的個案公司，透過晤談與長期的深度觀察，研究其共同領導模式的形成背景、期望達成的目標、實施過程中出現的問題、調整的做法、以致於發展至今所得到的結果等，從溝通、衝突、團體決策、共同領導、信任等構面，去探討共同領導的執行情形與成功要素。 透過本研究發現，要促成共同領導制成功，必須具備如下要素：一、慎選共同領導組合；二、明確的分工；三、合作的安全維護機制設計；四、良好的溝通能力；五、互信。 本研究對個案公司的建議為：一、勿耍機巧，誠信以對；二、尊重彼此的統轄權；三、容許其他領導人犯錯的空間；四、自我克制；五、妥善維護安全機制；六、適當的輪調。

都市更新事業牽涉甚廣，包括政治、經濟、社會等層面，以往台灣的都市更新事業由公部門所主導，都市更新條發佈實施後獎勵私部門參與，實施主體將更為多元。由於都市更新本身是一個不斷衝突、整合與協調的過程，不同實施主體在每個階段都必須面對更新過程中的各項問題與衝突，因此有必要探討都市更新過程中產生衝突的因素及時機。 　　本文以『台北縣板橋市民權段都市更新案』為研究個案，透過半結構式訪談的方式，針對政府官員、都市更新實施者、規劃單位以及相關權利人進行訪談，將不同立場、不同涉事團體的意見予以歸納，以分析衝突問題產生的原因、衝突型態、衝突解決方式，作為衝突管理策略之參考。 　　經研究歸納將事件劃分成四個階段（潛在對立階段、認知與個人介入階段、衝突行為階段、衝突結果階段）、並從四個面向（實質利益衝突、權力結構衝突、程序性衝突、不確定性衝突）加以審視、推論，可知衝突問題彼此交疊，而且每個階段都會發生，應證了每一件衝突事件的發生必定是多面性的，若要事先預擬衝突管理策略，應從各個產生原因、時機加以探討、並分階段研擬衝突解決策略。 　　最後建議中介團體應適時地介入，妥善解決權益分配問題、協助衝突雙方維繫良好的溝通管道，使其易於達成協議，進而建立都市更新衝突管理機制，及早訂定衝突解決策略，提高計畫執行度。

全球化的風潮於2000年代形成主流，各國貿易上的比較優勢，已不能保障企業的基業長青，能整合全球資源的企業才能維持長久的競爭力。隨著經濟活動全球化的趨勢明顯，知識經濟急速發展，產業環境遽變，許多企業運用購併策略爭取時效，迅速地進入市場，快速達成企業成長目標。企業購併的類型中，以合資模式的管理規劃最複雜，整合難度也最高。由於合資本身並不能立即為公司帶來具體效益，往往入股後之整合才是創造合資價值的開始。近年台灣地區醫療市場快速成長，吸引國內外業者紛紛搶進台灣市場，但自全民健保總額給付制度實施以來，健保支付點值逐年下降，影響業者營運收入，因而許多企業進入台灣醫療市場後，為快速取得市場，追求規模經濟，選擇與台灣當地企業合作的合資模式。而企業之合資成功與否，除了合資前策略之評估，入股後的整合管理更是合資成敗的關鍵所在。 由於近年來，不論國內或國外業者合資頻繁，而入股後失敗的機率居高不下，本研究嘗試藉由血液透析之國際合資個案，深入探討入股後面臨的管理問題，試圖提供業界在合資管理上的參考資料。基於上述研究目的，本研究擬探討下列問題，以提高整合績效降低入股後失敗的風險: 一、 入股後發生何種衝突問題？造成原因為何？可採用那些有效整合方法? 二、 如何採取整合行動，以促進入股後綜效之發揮？執行步驟為何? 國際企業合資之合作模式，常因合夥人背景與文化特質，使合資關係缺乏合作的互信基礎，和欠缺對經營管理的價值認同。在缺乏互信和價值認同的合資關係下，共同經營管理合資企業時，尤其對非主導性之業務，對其投機行為之管理成本必然很高，並產生許多管理上的衝突。本研究發現在合資管理上之衝突類型有二:其一為影響營運成效的衝突;其二為影響組織效率的衝突。 國際合資模式對選擇合資夥伴需具備策略性的考量及評估，事前於合資契約中明確議訂合資經營模式、董事會結構、及管理架構，在合資的管理機制上，由雙方母公司組成的董事會，扮演監督的角色鮮明，有助於衝突管理及合資綜效之發揮。此外，針對入股後合資管理如何訂立整合行動之執行步驟，以提升入股後管理績效，提供下列幾點建議: 1. 由董事會訂立合資存續期間競業禁止之懲罰性條款。 2. 由決策核心主導資訊分享平台以建立互信。 3. 依合資雙方特質慎選具整合能力之指派經理人。 4. 設立專責單位負責文化整合。 5. 依事中管理達成之共識，擬訂內部執行準則，隨時更新，並列入新進主管受訓項目，以降低合資管理之學習成本。 6. 母公司安排子公司經理人定期受訓，傳達經營策略及企業文化。 針對因欠缺互信及價值認知差異造成的管理問題，建議在合資管理的整合行動，由最高管理層級主導建立互信的任務，同時需慎選合資企業指派之經理人，扮演溝通協調及推展整合行動的角色，尤其著力於專案執行文化的融合，發展整合後自有之企業文化，以尋求在合資關係中建立互信、在內部管理中減少歧見，在共識的基礎上發揮合資之綜效。 / The comparative advantage of international trading no longer guarantees the everlasting foundation of entrepreneur in the wake of the mainstay of globalization trend established in the 2000s. Key to remain perpetual competitive advantage relies on the corporate capability to integrate global resource. As the trend of globalized economic activities gets obvious, along with rapid development of intellectual economy and dramatic change of industrial environment, acquisition and merge strategy becomes the solution for many entrepreneurs to trade in for timing, enter market and rapidly attain growth target. The administrative planning of joint venture is regarded as the most complicate and difficult integration among all kinds of acquisition and merge. Post-investment integration often triggers the value of joint venture, which can not immediately bring in concrete benefit for the company by itself. The rapid growth of medical market in Taiwan in recent years has wooed the participation of domestic and foreign businesses for Taiwanese market. Since the implementation of global budget reimbursement system by Bureau of National Health Insurance, the business revenue is badly affected by year-by-year reduction of disbursing value. As a result, many businesses choose to join venture with local Taiwanese businesses after entering medical market to rapidly grow its share and reach economic scale. The key to the success of joint venture business depends on post-investment integrated administration in addition to its pre-investment strategic evaluation. Since the odds of post-investment failure case is outrageously high among all joint ventures domestically and abroad in recent years, the study explores in depth administrative issues that occur after investment made and endeavors to offer business players a reference of joint venture administration through the international joint-venture case of blood dialysis. Based on above purpose, this study proposes to tackle following issues and reduce the risk of joint-venture failure by improved integrated performance: 1. What kind of conflict is found after investment and its cause? What are effective integrated approaches available? 2. How shall we take integrated action to promote post-investment combined effectiveness? And what are step-by-step procedures? Different backgrounds and cultural characters of business partners in the cooperation of international business joint ventures undermine their relationship by the lack of mutual trust in cooperation as well as recognized value of business management. The conflict of administration is often observed among partners of joint venture business in short of mutual trust and recognized value, especially in the non-predominant sectors where the management cost of speculative behavior is inevitably high. Two kinds of conflict in joint-venture management: the first is the conflict affecting operational performance, and the second is the one affecting organizational efficiency. Partners-to-be for international joint-venture business are required to have strategic thinking and evaluation. A prior contract definitely defining the method of joint-venture operation, structure for board of directors and managerial infrastructure, and in terms of management mechanism, the well-defined role of supervision by board of directors established by parent companies helps prevent conflicted management and create combined effectiveness. In addition, following suggestions are provided to enhance post-investment management performance with regard to how a step-by-step procedure for integrated action is formed by joint-venture management team: 1. A punitive clause formulated by board of directors to forbid intra-competition during official period of joint venture. 2. An information-sharing platform established by top brass to build up mutual trust. 3. Assign managers with integrated capability based on the characteristics of both parties. 4. Establish an ad-hoc team responsible for cultural integration. 5. Based on consensus reached by in-task management, develop internal executing standards to be updated frequently and listed as training subject for newly-hired managers to reduce learning cost of joint-venture management. 6. Parent company offers periodical training for managers from subsidiary company to cascade operational strategy and corporate culture. In terms of management issues occurred by lack of mutual trust as well as gap of recognized value, the integrated action from join-venture management team is suggested to kick off building of mutual trust by the top management level, and discreetly assign managers to joint-venture business for the effective role of internal communication and promoting integration, especially taking on the fusion of project execution culture, and developing an unique corporate culture post integration, to build up mutual trust in joint-venture relation, minimize disagreement within internal management, and attain combined effectiveness of joint venture through consensus.

本研究旨在探討地政人員與民眾互動的過程中產生衝突情形時，應實施衝突管理，以減少衝突負面影響，及發揮正面影響。研究並提供其他地政事務所作為參考。 本研究以新北市新莊地政事務所為個案，採質性研究，利用文獻分析法及深度訪談法，透過立意抽樣方式，選擇具有相當地政工作經歷之各階層地政人員為研究對象進行研究。參閱相關文獻及蒐集民眾陳情案件，以依法行政、專業知能及服務品質三大構面，分析面對不同的衝突情形，應實施何種衝突管理的方式，並以衝突管理模式評估實施衝突管理成效。歸納與分析研究的結果，本研究提出法令規定、制度與專業技術層面相關建議。 / The purpose of this research is to explore the conflict interaction between the street-level bureauacy of the land administration office and the public,and how to implement conflict management to reduce the negative effects,and get the positive.This research also provide other land administration offices. This research is based on Xinzhuang Land Administration Office in New Taipei City Government as the case.Qualitative research was adopted and literature review and in-depth interview,purposive sampling method are utilized.Personnel of various levels who have considerable experience in land administration work in practice are selected for the study.Thouth the literature and the case of public petition, we construct three main dimensions:「rule by law」,「professional knowledge」,「quality of service」,to analyze under what conditions.That different kind of conflict management should be implemented.We also use conflict management model to assess its effectiveness.Finally,we propose several suggestions from the regulation, institutional,and professional and technical level.

隨著都市的發展，經濟的成長，於台灣地區實行多年的土地使用分區管制制度，已經無法符合時代的需求。新訂的「國土綜合開發計畫法」草案中明訂全面實施發展許可制度，然而在發展許可制下，政府及開發者會在利益及價值觀上產生衝突，因此必須要以衝突管理的方式加以處理，衝突管理中最重要最重要的策略之一便是協商，本文嘗試以交易成本的理念找出降低交易成本的可行機制，並以賽局理論分析協商的過程及結果，最後建立一套可行的發展許可協商制度。 經過前述研究流程，本研究提出下列建議： 1-都市土地及非都市土地未賦與發展權者可於申請規劃許可前、申請規劃許可及開發許可時納入協商之機制。 2-都市土地已賦與發展權者可於申請開發許可前及開發許可時納入協商機制。 3-協商時以地方政府及開發者為主體。 4-協商內容應廣泛且較具彈性，且視協商階段的不同而有所差異。 5-實施時應加入相關的配合措施。

本研究主旨在探究國立高中職教師對於校長衝突管理、行政溝通行為的知覺與教師工作滿意度相關性，以及不同教師個人變項、學校變項等因素與校長衝突管理、行政溝通、以及教師作滿意度的相關性，同時進行理論模式驗證，並提出研究結論與建議。 本研究採問卷調查法，針對國立高中職教師對於校長衝突管理、行政溝通行為的知覺與教師工作滿意度相關性進行探究。本研究首先經由文獻探討與分析，建立研究架構與理論模式。在問卷發展方面，共分為預試問卷與正式問卷二部份，首先在預試問卷方面，以192位國立高中職現職教師為預試樣本，進行信度與因素分析，正式問卷則依據預試問卷的分析結果發展而成。正式問卷以台灣區國立高中職學校教師樣本，採分層隨機抽樣方式，共計回收有效樣本為642份。研究資料的統計處理與分析方面，包括描述統計、t考驗、變異數分析、相關分析以及線性結構方程模式等統計方法。 本研究之主要研究結果如下: 一、目前國立高中職教師對於校長衝突管理、行政溝通行為的知覺是正面的，教師工作滿意度整體上是高的。 二、校長衝突管理的方式與行政溝通行為之間呈現顯著正相關。 三、校長衝突管理的方式與教師工作滿意度之間呈現顯著正相關。 四、校長行政溝通行為與教師工作滿意度之間呈現顯著正相關。 五、不同教師個人變項與校長衝突管理、行政溝通、以及教師工作滿意度等部分因素呈顯著差異。 六、服務不同背景變項學校的教師對於校長衝突管理、行政溝通的知覺、以及教師工作滿意度等部份因素呈顯著差異。 七、教師對於校長衝突管理、行政溝通行為的知覺能有效解釋教師工作滿意度。 根據上述的研究結果，本研究提建議如下: 一、對教育行政主管機關的建議 (一) 加強國立高中職校長解決組織衝突的能力、以及行政溝通能力。 (二) 適度增加教師薪資，以及升遷的機會。 (三) 國立高中職學校規模不宜太大，最好在40班以下。 二、對國立高中職校長的建議 (一) 加強學校行政領導，以提高教師工作滿意度。 (二) 提高解決組織衝突，以及行政溝通的能力。 (三) 重視教師個人變項對校長衝突管理、行政溝通、以及教師工作滿意度不同知覺反應。 (四) 重視學校變項對校長管理、行政溝通、以及教師工作滿意度的影響。 三、對未來研究之建議 (一) 研究對象方面: 擴大研究對象範圍，提高研究價值。 (二) 研究方法方面: 量化研究方面可以增加校長自評，此外，可輔以質化研究，如訪談、實地觀察等，以使研究層面更臻完善。 (三)研究內容方面:　探討其他研究變項，建構新的架構模式。 / The purpose of this study is to explore the relationships among principals’ conflict management, administrative communication, and teachers’ job satisfaction. The relationships between background variables of teachers, and schools and principals’ conflict management, administrative communication, and teachers’ job satisfaction were also examined. A theoretical model was constructed and confirmed, and some research conclusions were made and suggestions were offered as well. This study adopted the questionnaire survey, exploring the relationships among principals’ conflict management, administrative communication, and teachers’ job satisfaction. First, a research frame, and theoretical model were built based on the literature analysis. As for the development of the questionnaires, 192 public senior high school teachers were chosen as the pre-test samples. Based on the reliability analysis, and validity analysis of the pre-test samples, the formal questionnaires were developed. There were 642 public senior high school teachers who were randomly chosen as the research subjects. Their questionnaires were used as the research data, and some statistical techniques such as descriptive statistics, t-test, ANOVA, correlation analysis, and SEM were employed. The major findings from this study are as follows: 1. The perceptions from the senior high school teachers about principals’ conflict management, administrative communication are positive, and teachers’ job satisfaction are high. 2. Principals’ conflict management styles and administrative communication are positively correlated. 3. Principals’ conflict management styles and teachers’ job satisfaction are positively correlated. 4. Principals’ administrative communication and teachers’ job satisfaction are positively correlated. 5. With different personal background variables , the perceptions of teachers on principals’ conflict management styles, administrative communication, and teachers’ job satisfaction are in parts significantly different. 6. With different school background variables, the perceptions of teachers on principals’ conflict management styles, administrative communication, and teachers’ job satisfaction are in parts significantly different. 7. The perceptions of teachers on principals’ conflict management styles and administrative communication can effectively explain the teachers’ job satisfaction. The suggestions made by this study are as follows: A. The suggestions to the educational administrative institutes: 1. Develop public senior high school principals’ capabilities to handle organizational conflict, and administrative communication. 2. Raise teachers’ salary, and provide more chances of promotion. 3. Limit school size under 40 classes. B. The suggestions to public senior high school principals: 1. Strengthen school administrative leadership to raise teachers’ job satisfaction. 2. Equipped well with the capabilities of handling organizational conflict, and administrative communication. 3. Place stress on the effects of teachers’ personal background variables on principals’ conflict management styles, administrative communication, and teachers’ job satisfaction. 4. Place stress on the effects of school background variables on principals’ conflict management styles, administrative communication, and teachers’ job satisfaction. C. The suggestions to the research in the future: 1. The research subjects: expand the research subjects to raise the value of the study. 2. The research methods: Besides the quantitative methods, qualitative methods such as the visiting survey, case study, may be used to get holistic research results. 3. The research contents: Explore other variables, and establish new research frames.

本研究旨在探討國民小學行政團隊的正向組織行為對團隊衝突管理之影響。本研究應用一個縱觀的研究設計來了解是否團隊正向心理的潛在影響，形成團隊成員之間的正向組織行為，進而影響其團隊衝突的型態及面對團隊衝突管理的方式，以期最終達成團隊良好的績效產出，提供教育人員重視正向組織行為，促進建立學校優質的行政團隊視野。 本研究採用問卷調查法，以桃園縣公立國民小學，共有187 所學校之教師兼行政人員為樣本母群體，採分層隨機抽樣，抽出781位受試者，回收有效問卷566份，所得資料分別以描述性統計、t考驗、單因子變異數分析及迴歸分等統計方法進行資料的分析與處理，以瞭解國民小學行政團隊的正向組織行為對團隊衝突管理之現況、差異情形及其預測力。研究結論如下： 一、桃園縣國民小學行政團隊正向組織行為之知覺現況屬中上程度，以「團隊效能」最高。 二、桃園縣國民小學行政團隊衝突型態以「任務衝突」居多。 三、桃園縣國民小學行政團隊衝突管理模式以「整合」占最多數。 四、年齡、現任職務、行政服務年資、學校歷史、教師兼行政人數等五個背景變項在團隊正向組織行為上有顯著差異，以「41歲以上」、「兼任主任職務者」、「行政服務年資16年以上」與「校齡在10年以下的大型學校」較高。 五、性別、年齡、現任職務等三個背景變項在團隊衝突型態上有顯著差異，「男性」、「兼任主任職務者」較傾向知覺任務衝突型態，「年輕者較年長者」傾向知覺關係衝突型態。 六、性別、年齡、最高學歷、現任職務、行政服務年資、學校歷史、教師兼行政人數等七個背景變項在團隊衝突管理模式上有顯著差異，「男性」、「學歷高者」、「兼任主任」傾向支配模式，「41歲以上」、「兼任主任」、「服務年資16年以上」、「在大型學校者」傾向整合模式或妥協模式，「校齡在10年以下」較傾向逃避模式，「41-50歲」、「兼任主任」且在「校齡10年以下的大型學校」較傾向退讓模式。 七、行政團隊正向組織行為與任務衝突有中度正相關。 八、行政團隊正向組織行為與關係衝突有低度負相關。 九、行政團隊正向組織行為與整合、退讓、妥協等衝突管理模式有中高度的正相關。 十、高任務高關係衝突型態之行政團隊的正向組織行為對五種衝突管理模式具顯著相關及預測力。其中以「團隊效能」對整合、逃避、退讓、妥協管理模式具有顯著正向預測力；「團隊恢復力」對整合、逃避、支配、退讓、妥協五種管理模式有顯著相關及預測力；另「團隊樂觀」對逃避、支配具有顯著負向預測力。 十一、高任務低關係衝突型態之行政團隊的正向組織行為對四種衝突管理模式具顯著相關及預測力。其中以「團隊效能」對整合管理模式具有顯著正向預測力，對逃避管理模式具有顯著負向預測力；「團隊恢復力」對整合、退讓、妥協管理模式有顯著相關及預測力；另「團隊樂觀」對退讓具有顯著正向預測力。 十二、低任務高關係衝突型態之行政團隊的正向組織行為對五種衝突管理模式具顯著相關及預測力。其中以「團隊效能」對整合、退讓、妥協管理模式具有顯著正向預測力；「團隊恢復力」對整合、逃避、妥協管理模式有顯著相關及預測力；另「團隊樂觀」對支配具有顯著負向預測力。 十三、低任務低關係衝突型態之行政團隊的正向組織行為對四種衝突管理模式具顯著相關及預測力。其中以「團隊效能」對整合、逃避、退讓、妥協管理模式具有顯著正向預測力；「團隊恢復力」對整合、退讓、妥協管理模式有顯著相關及預測力；「團隊樂觀」在此衝突型態下對衝突管理模式皆無預測力。 最後依據研究結果與結論，提出具體建議，以作為教育行政機關、行政團隊、以及未來研究的參考。 / The purpose of this study is to investigate the impact of Positive Organizational Behavior (POB) on conflict management in elementary school administration teams. This study focus on team level representations of the positive psychological capacities that have met the POB inclusion criteria, and which may have a influence on conflict management, the final to achieve good team performance outputs. A survey research was conducted using a sample of public elementary school administration teams in Taoyuan County Taiwan, excluding 781 teachers from 187 school administration teams were selected by stratified random sampling. 566 valid sample data collected was analyzed and processed with the methods of descriptive statistics, t-test, one-way ANOVA, multiple-regression analysis. The major findings of this study are as follows: 1. POB is above average, “Team Efficacy” ranks the top. 2. “Team task conflict” is the majority type of conflict. 3. “Integrating” is the majority conflict management style. 4. Five demographic variables, including age, position, total serving years, school history, team members amount, show significant differences in POB. Teachers who are older than 41, work as the chief of department, more than 16 total serving years, school history in 10 years and a large school, show higher perception of POB. 5. Three demographic variables, gender, age, position, show significant differences in conflict type. Teachers who are male, work as the chief of department, show higher perception of task conflict. Teachers who are younger than 51, show higher perception of relationship conflict. 6. Seven demographic variables, including gender, age, education, position, total serving years, school history, team members amount, show significant differences in conflict management style. 7. POB is positively related to task conflict. 8. POB is negatively related to relationship conflict. 9. POB is positively related to integrating, obliging and compromising. 10. In high-high combinations of task and relationship conflict, “Team Efficacy” has positive direct effect on integrating, avoiding, obliging and compromising. “Team Resilience” has positive direct effect on integrating, avoiding, dominating, obliging and compromising. “Team Optimism” has negative direct effect on avoiding, dominating. 11. In high-low combinations of task and relationship conflict, “Team Efficacy” has positive direct effect on integrating, and has negative direct effect on avoiding. “Team Resilience” has positive direct effect on integrating, obliging and compromising. “Team Optimism” has positive direct effect on obliging. 12. In low-high combinations of task and relationship conflict, “Team Efficacy” has positive direct effect on integrating, obliging and compromising. “Team Resilience” has positive direct effect on integrating, avoiding and compromising. “Team Optimism” has negative direct effect on dominating. 13. In low-low combinations of task and relationship conflict, “Team Efficacy” has positive direct effect on integrating, avoiding, obliging and compromising. “Team Resilience” has positive direct effect on integrating, obliging and compromising. “Team Optimism” has no effect. Based on the results of the research, suggestions for educational administration authorities, administration teams and future related study are proposed.

現代管理學者對組織內部的衝突均抱持中性的看法，認為若對衝突予以適當的管理， 一樣對組織具有正面功能。問題是如何突破衝突情境的僵持，在衝突的雙方建立有效 的互動模式，藉以在共識的游戲規則下，針對引發衝突的來源進行解決。因此本論文 擬經由相關資料的收集從事文獻的探討，并輔以個案分析，透過組織發展領域中一種 改善組織內部團體間關係的干預技術研究，希望能為團體間的衝突情境尋找一個良性 互動模式的建構，且期做為國內管理勞資衝突的參考。 本論文分為五章：第一章緒論，說明本文的研究動機、目的、方法、限制、與對團體 的概念做基楚性的分析。第二章則從團體間的衝突行為做整體的分析，包括衝突的本 源、衝突的類型、衝突的模式、衝突的結果、及一般管理團體間衝突的方式，此章也 特別探討勞資衝突的本質。第三章組織發展應用於管理團體間衝突之研究，系詳細介 紹組織發展的本質及其管理團體間衝突的團體間團隊建立干預技術(intergroup tea- m-building interrention)。第四章團體間團隊建立干預技術應用於我國勞資衝突管 理之研究，乃藉由國外實施此項干預技術的個案研究，探討影響其實施成敗的因素， 并從我國勞資衝突情境的物質，分析此項干預技術在工國實施時可能遭遇的問題。第 五章結論，除做全文總結外，并提出研究心得與檢討。 簡言之，團體間的衝突無法避免，重要的是如何依循適當的溝通管道，讓問題完整的 暴露於彼此互動的過程中，由雙方共同尋找有效的解決之道，而組織發展的團體隊建 立干預技術為此提供一個可行的途徑。

乃就衝突管理各方面之問題加以論述，希望透過對於衝突現象之了解，而進一步的對 它加以控制，使之為吾人所利用，以發揮組織與管理的功效。 第一章：緒論，概述研究本文之動機，研究之目的，所使用之途徑，並申述組織的特 性與組織衝突的意義。 第二章：組織衝突的本質及原因，首先分析組織衝突的特性，各學者對組織衝突的不 同看法，次論衝突形成的因素及組織成員對衝突之反應。 第三章：組織衝突的類型與功能之分析，以組織人員之衝突，組織結構之衝突、組織 溝通之衝突與角色衝突等為討論對象，再分析組織衝突的正功能與負功能。 第四章：衝突管理策略之探討，先從衝突管理之研究法談起，其次分別論述衝突管理 之方法，以衝突之防止法、制度重建法、問題解決法、衝突刺激法、衝突減弱法及衝 突化解法為研究重點。 第五章：衝突管理模式之建立，首先分析衝突管理之情境，衝突管理之理論，再介紹 羅寶氏(Stephen P.Robbins) 的衝突管理模式、衝突管理之權變模式，並建立一種衝 突管理之新模式。 第六章：個案分析，使用事例來描述機關組織內部的衝突問題，再以理論加以分析、 印證，促使理論與實際相結合。 第七章：結論，先從管理態度上與管理方式上對衝突管理作一評價，再提出對衝突管 理之展望。

中小企業相對國際企業缺乏資金、人才與經銷通路管理經驗，當進軍國際市場時，絕大部分依賴當地的中間商，因此，選擇合適的中間商是關鍵成功因素之一。 本研究以某台灣電腦機殼公司在北美洲為研究個案，該公司強調「以誠信為基礎的通路策略」與成為「通路掛帥」的公司為目標。本研究探討其進軍國際市場時的通路決策制定過程，其中企業目標與通路策略，對通路設計決策與通路管理有深度的影響力。 另通路結構的長度、寬度及密度是關鍵的策略意圖，足以影響未來通路運作的效率。在通路管理上，提供通路成員訓練、行銷宣傳支援、激勵方案、績效評估等來協助通路成員達成預期的目標。 此外，面對外在經營環境變化與內在營運模式的調整，個案公司採用選擇性通路，以降低通路衝突的機率並提升通路效力。公司在調整通路結構時，改變通路成員的質與量，以達到地理區域的涵蓋度與深耕特定目標市場的目的。同時並採用「與巨人共舞，以小博大」的通路策略，對於選定的少數且極其重要的通路成員採取「深耕、做大」策略。研究中發現大型經銷通路商對於「以誠信為基礎的通路策略」比較認同，且對於個案公司建立通路管理制度的要求全力配合，其通路績效更佳。 最後提出對個案公司的建議: 1.高階主管需參與執行並貫徹「以誠信為基礎的行銷通路策略」。 2.面對快速變遷的外在環境與市場競爭情境，策略的生命週期變短，公司必需隨時檢視、修正或調整國際通路策略。 3.透過企業內部教育訓練，培養高階主管與資深團隊的通路管理能力。 4.台灣總公司OEM/ODM業務與北美全球性經銷商的衝突，亟需建立溝通協調與管控機制。 / Small- and medium-sized enterprises (SMEs), in contrast to large multinational corporations, often lack the financial resources, exposure, and expertise in product distribution channel management. When entering a foreign market, SMEs often have to rely heavily on channel partners. Consequently, selecting the appropriate channel partners is one of the key success factors in channel management. This study examined a medium-sized Taiwanese PC enclosure company as it sought to expand in the North American market. To this end, the company adopted an integrity-based channel management strategy and strived to become a channel champion. The internal decision-making processes for channel partner selection were outlined and the influences of the company objectives on its channel design were analyzed. Furthermore, considerations on the length, width, and density – three important factors to an efficient channel strategy – were introduced. Lastly, methods to support channel partners in the form of product training, marketing and promotional support, incentive programs, and an appropriate performance appraisal system were discussed. To maximize channel efficiency and reduce potential conflicts between channel partners, the company employed a tiered channel strategy. Extending the geographic coverage and penetrating key select markets was achieved by carefully selecting channel partners after weighing in the quality of their downstream distribution channels and their sales volume. Revenue growth in select markets was achieved by leveraging the strengths of a few competent channel partners. These channel partners have subsequently recognized the benefits of the integrity-based channel management strategy and are more committed to fulfilling their roles within the overall auspices of the channel distribution system. Recommendations to the company based on the research findings are the following: 1.The management should be involved and be committed to the implementation of the integrity-based channel management strategy. 2.In the face of constant changes in the business environment, channel strategy should be reviewed and revised anytime. 3.Internal training to senior management to raise their capability of channel stewardship. 4.Establish a mechanism to resolve potential conflicts between Taiwanese OEM/ODM sales team and channel partners in North America.