The most important thing for company to stay competitive is keeping innovative. When a new product launches to the market, you must keep developing another new product to move faster than the competitors. Besides, the human resource and equipment to develop new products must be a huge investment. The returns are not always guaranteed. Without R&D investment, the company will be out of competition in a short time.The employees always be encouraged to have innovative thinking with incentives. Sometimes, their creative ideas would bring unexpected effect and benefit the company. How does R&D personnel to have innovation? The purpose of the research is to understand the elements of innovation on R&D personnel. From the case company, Taiflex Scientific Co., Ltd, to have creative employees would bring tremendous benefits to the company. Every company would ask the R&D team to keep innovative and to develop new products continuously in order to be the leader in the market. If we can understand what the elements of the innovation, we can recruit creative personnel and speed up the development. While the company can launch new products quicker and raise up the company competitiveness, R&D team is the main weapon to fight the competitors. This is a case study of Taiflex Scientific Co., Ltd. There are 5 teams in the case company and all members are treated equally under same working environment and incentive policy. This study focus on the relationship between the innovative behavior of R&D personnel, also the team innovation performance and the influencing factors. The Purpose of the study is to understand the factors of the innovative behaviors on R&D persons and the relation between innovative team and performance. The factors are personality traits and KEYS. This study adopts Five Factor Model (Big Five) that includes Neuroticism, Extraversion, Openness to Experience, Agreeableness , Conscientiousness, on the personality traits. The study of organization factors adopts KEY structure. The result is concluded from questionnaire survey and interviews. The main factors on R&D innovation are personality traits, but team atmosphere would have only certain influence. From the case study, Openness to Experience and Extraversion have higher contribution to innovative behavior than Neuroticism, Agreeableness and Conscientiousness. The freedom from the team atmosphere is the main factor for R&D personnel innovation. The challenging job is the second important factor. The case company shows that innovative team behavior has positive connection on R&D performance. The more creative team has better performance. Besides, personnel working experience and education would have certain effect. The purpose of the study is to know the requirements such as personality traits, working experience and education while recruiting R&D personnel. Then we can find the suitable person, have better performance and keep the company competitive.

It is known that imagination causes creation. However, in an enterprise, creation may be achieved by the communication and sharing opinions among the members of the team. Working in the complicated working environment, it is the team rather than the individual that plays a vital role in the generation of the innovation. There is a lack in the academic area of the investigation the team work containing the process of the interaction within the group. Until 2001, Hoegl and Gemuenden brought a new concept called TeamWork Qauility (TWQ), which emphasizes that the quality of the interaction in the group determines whether the creation will succeed or not. Moreover, since the organizational innovative climate largely affects the team¡¦s innovation performance, playfulness in the working place is gradually being noticed. The research applied from Yu , Ping and Wu, Ji-Jing (2003) defines team playfulness climate as a kind of internal working environment which is formed by personal interaction and relation. With this open and joyful atmosphere, people can feel safe and joyful to explore anything related to their work. With this playful climate, people can be inspired and satisfied and bring more contribution to innovation performance. The subjects were consisted of groups of students from 19 colleges who took the course ¡§The Discovery and Application of Creativity¡¨ and joined the Creative Program Competition which was held by the Consulting Division in Ministry of Education. The evidence of this research is based on the questionnaires given out to these students. In this research, we have 688 valid questionnaires from 99 teams. The rate of the effective achievement is 69.30%. The reliability of TWQ and organizational playfulness climate are respectively 0.95 and 0.92. The data was analyzed by statistical methods of descriptive statistics, factor analysis, reliability analysis, correlation analysis and structural equation model. The major results of this study are as following: 1. Team playfulness climate partly influences team innovation performance. 2. TWQ has significant positive influence on team playfulness climate. 3. Team playfulness climate mediates the relationship between TQW and team innovation performance.

現今變化快速的環境下，科技團隊面對研發過程中日益增高的失敗率，失敗帶來打擊但也可能是創新的來源。然而，團隊創新的研究卻少有團隊失敗、錯誤與創新關係的研究。有鑑於此，本研究以國內485位研發工程師（某法人單位35個團隊共323位成員、科技產業38個團隊共162位成員）共計73個團隊為研究對象。本研究檢視錯誤管理實務（團隊偵錯能力與團隊錯誤溝通能力）與團隊創新績效之間的關係、錯誤管理實務與錯誤管理氛圍（錯誤學習信念與情緒）的關係、錯誤管理氛圍與前導因子（鼓勵實驗、教導型領導、目標清晰度、衝突處理方式）的關係。結果發現：(1）團隊偵錯能力越高時，團隊創新績效越高；(2）群體從錯誤中學習信念越高時，團隊偵錯能力越高；(3）團隊鼓勵小型實驗與主管進行教導型領導時，群體錯誤學習信念越高。顯示錯誤管理是團隊創新中不可忽視的一環。 　　另本研究發現教導型領導、鼓勵實驗對團隊形成錯誤學習信念有正向影響，與社會認知理論呼應。本研究也發現，團隊之年資多樣性與錯誤處理情緒與錯誤溝通能力皆呈負向影響。 / Extending previous research on team error management, this thesis is conducted to examine the antecedents, error management climate, error management practice and consequences of team innovation. Data is collected from 35 R&D teams (an anonymous government research institutions in Taiwan) and 38 R&D teams (Top 1000 Technology enterprises in Taiwan). We give the following three hypotheses. First, we hypothesize that detecting capability and misunderstanding communication skills influence team innovation performance. Second, we hypothesize that error management climate (shared belief and emotion) influence detecting capability and misunderstanding communication skills. Third, we hypothesize that effective coaching, clear direction, conflict management and encouragement of experiment influence error management culture (belief and emotion). The results of structural equation model analysis revealed that detecting capability positively predicts team innovation performance. Shared belief positively predicts team detecting capability. The results also show effective coaching and encouragement of experiment positively predict shared belief which is extended from social cognitive theory. Results of the analysis also indicate that tenure diversity negatively predicts error management emotion and misunderstanding communication skills.