團隊多元化對創新的影響效果：凝聚力的團隊層次與跨層次之中介效果

The influence of team diversity on innovation: An examination of the mediating effects of cohesiveness in team level and cross level

李粵強(Yueh-Chiang Lee)

指導教授 ： 嚴奇峰

中原大學/商學院/商學博士學位學程/博士(2011年)

https://doi.org/10.6840/cycu201100591

摘要

本研究以團隊層次與跨層次的觀點，調查團隊多元化與團隊／個人創新的關係，並探討凝聚力於前項關係的中介效果。研究樣本為123個研發團隊與626位研發人員，並透過複迴歸與層級線性模式等研究方法進行假設檢定。分析結果如下：(1)團隊多元化與團隊／個人創新不具顯著性關係的結果，隱含著異質性團隊中可能存在抵銷效果(offsetting effect)。(2)任務相關多元化對個人創新的正向影響會被人口背景多元化的負向影響所抵銷。(3)不同型態的多元化對於團隊表現會有不同的脈絡影響效果：任務相關多元化的程度越高，會有較高的個人創新表現；人口背景多元化的程度越高，則會有較低的個人創新表現。(4)不同型態的多元化對於凝聚力會有不同的影響效果：任務相關多元化的程度越高，團隊凝聚力與其子構面（歸屬感）程度會越高；人口背景多元化的程度越高，則團隊凝聚力與其子構面（歸屬感與士氣）則會越低。(5)團隊凝聚力與其子構面（歸屬感與士氣）於團隊層次部份，顯示與團隊創新有正向關係；在跨層次部份，顯示對個人創新具有正向的脈絡影響效果。(6)人口背景多元化會負向影響團隊凝聚力與其子構面（歸屬感），進而降低團隊創新與個人創新表現。(7)任務相關多元化會正向影響團隊凝聚力的子構面（歸屬感），進而提升個人創新表現。
根據研究結果，本研究建議人力資源管理人員應充分了解團隊多元化對於創新績效表現的影響效果，並規劃團隊內部有關任務相關多元化與人口背景多元化的適當配置，以避免抵銷效果的發生。此外，應發展一套有效的甄選流程與訓練機制，以期建立具創新效率的團隊。最後，根據「投入－流程－產出」的觀點，本研究建議管理者應注意團隊凝聚力於團隊多元化與團隊／個人創新表現之間的關係，所會產生的中介效果。

關鍵字

團隊多元化 ； 抵銷效果 ； 凝聚力 ； 中介效果 ； 創新

並列摘要

This study investigates the relationship between team diversity and team/individual innovation by both team-level and cross-level perspectives, and explores whether cohesiveness mediates the aforementioned relationships. This paper uses multiple regression analysis and hierarchical linear model to test hypotheses. Analytical results from 123 teams and 626 respondents are summarized as follows: (1) the interesting finding for lack of significant relationship between team diversity and team/individual innovation implies that an offsetting effect exists in a heterogeneous team; (2) the positive effect of task-related diversity on individual innovation will be offset by the negative impact of bio-demographic diversity; (3) different types of diverse composition have different direct and contextual impacts on the team outcomes: the more task-related diversity is, the higher individual innovation will be; the more bio-demographic diversity is, the lower individual innovation will be; (4) different types of diverse composition have different effects on cohesiveness: the more task-related diversity is, the higher cohesiveness and its sub-dimension (sense of belonging) will be; the more bio-demographic diversity is, the lower cohesiveness and its dual sub-dimensions (sense of belonging and feelings of morale) will be; (5) cohesiveness and its dual sub-dimensions (sense of belonging and feelings of morale) correlate to team innovation positively in team-level, and have positive contextual effects on individual innovation in individual-level; (6) bio-demographic diversity affects cohesiveness as well as sense of belonging negatively, which, in turn, affects team innovation and individual innovation; (7) task-related diversity affects sense of belonging positively, which, in turn, affects individual innovation.
According to analytical results, this study suggests human resource (HR) professionals should pay more attention to the advantages and disadvantages of team diversity as well as the proportion of task-related diversity to bio-demographic diversity when dealing with the offsetting phenomenon. And a valid recruiting and selecting process should be created and a specific training be initiated in order to build an efficient team. Finally, based on Input-Process-Output view, this study suggests that managers should focus on the mediating effect of cohesiveness on the relationship between team diversity and team/individual innovation.

並列關鍵字

Team diversity ； Innovation ； Cohesiveness ； Offsetting effect ； Mediating effect

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