網際網路與ICT溝通工具的快速發展使組織產生根本性的轉變,虛擬團隊隨之產生。企業組織開始利用虛擬團隊幫助組織發展以增加商業利益與競爭優勢。Duarte 與 Snyder (1999) 的研究也指出全世界有超過 80% 的公司已使用虛擬團隊增加企業的競爭優勢。但虛擬團隊的特點亦同時造成了運行上的挑戰,導致專案失敗的因素很多,而許多研究皆顯示知識能夠幫助組織取的競爭優勢,因此,如何激發團隊成員的知識貢獻成為非常重要的議題。 本研究之目的在探討虛擬團隊成員之知識貢獻行為,以社會資本 (ICT連結、信任、以及共享語言)、團隊工作鑲嵌、以及團隊成員衝突之交互效果進行驗證。進而探索團隊工作鑲嵌與團隊成員衝突之中介效果,並針對模式加以驗證,同時提出競爭模型加以比較。本研究以實驗設計的方式進行,並參考相關文獻,採用重複實驗的方法進行資料分析,共針對211位虛擬團隊成員進行問卷調查,並採用PLS與階層迴歸的方式進行各假說之驗證。 研究結果發現,社會資本 (ICT連結、信任、以及共享語言) 對團隊工作鑲嵌具有正向影響,而對團隊成員衝突則有負向影響;團隊工作鑲嵌對知識貢獻有正向影響,而團隊成員衝突則負向影響成員的知識貢獻行為。在中介效果檢測的部分,本研究則發現,團隊工作鑲嵌確實為社會資本與知識貢獻的中介變項,但團隊成員衝突對社會資本與知識貢獻則沒有中介效果。由於過去的文獻大多只著重於探討社會資本對知識貢獻之直接影響,本研究之結果,可以補足社會資本與知識貢獻間的關係。管理者也可藉由本研究清楚瞭解,虛擬團隊成功的原因,除了增加團隊中的社會資本之外,同時也要避免衝突等負面因素產生,營造出使團隊成員容易鑲嵌的環境,以提升企業整體競爭優勢。
With the trend toward globalization and the maturity of information and communications technologies, virtual teams emerged and adopted by many organizations to enhance their competitive advantages in recent years. Duarte and Snyder (1999) pointed that there are more than 80% companies use virtual teams for their competitive advantages. However, the characteristics of virtual teams also caused the challenge. There are so many reasons to leading projects failure. Literatures suggested that knowledge can help organizations to take the competitive advantage. Therefore, how to promote team members contributed their knowledge becomes an important issue. The purpose of our study tries to get insights toward factors affecting knowledge contribution of virtual team members from perspectives of social capital, conflict, and job embeddedness. Our study also explored the mediated effects between social capital and knowledge contribution. Moreover, we compared our model with a competition model. Drawing on the data from an experimental design that involves 211 virtual team members. Our study use repeated measure for data analysis by PLS and hierarchical regression. Results of structural equation modeling indicate that the more social capital team members have, the more job embeddedness and the less conflict among team members. When team members have more job embeddedness and the less conflict, they willing to contribute their knowledge. Suggestions and contributions are also discussed.