團隊導向人力資源管理活動及社會資本對團隊知識分享與創新之影響

The Effects of Team-based Human Resource Management Practices and Social Capital on Team Knowledge Sharing and Innovation

黃家齊(Jia-Chi Huang) ； 林億明(Yi-Ming Lin)

《臺大管理論叢》 16卷2期 (2006/06) Pp. 101-130

https://doi.org/10.6226/NTURM2006.16.2.101

摘要

本研究區分了團隊職能發展與激勵及團隊結構設計兩類團隊導向人力資源管理活動，以探討團隊導向人力資源管理活動及社會資本對於團隊知識分享行為及創新績效的影響。經蒐集63個研發團隊樣本分析後發現，團隊職能發展與激勵活動對於團隊知識分享行為及計畫符合度有顯著正向影響，團隊結構設計亦與創新程度與計畫符合度有正向關聯性。兩類團隊導向人力資源管理活動之間的交互作用對於知識分享行為亦有正向影響。整體信任感、共享價值觀以及非正式化互動程度等社會資本變項分別對於知識分享行為或創新績效有所助益。而在社會資本的中介效果方面，團隊職能發展與激勵活動透過共享價值觀的中介效果，進而影響團隊知識分享行為以及計畫符合度。

關鍵字

團隊導向人力資源管理活動 ； 社會資本 ； 創新績效

並列摘要

In this study, we distinguished two categories of team-based human resource management (HRM) practices, team competencies development and motivation and team organization design. and explored the effects of these team-based HRM practices and social capital on team knowledge sharing and innovation performance. Analysizing data from 63 R&D teams, we found team competencies development and motivation have positive effects on team knowledge sharing and constraint adherence. There are also positive relationships between team organization design and innovativeness and constraint adherence. The interaction between two team-based HRM practices also has positive effect on knowledge sharing. In respect of social capital variables, trust, shared value and informal interaction also facilitate knowledge sharing and innovation performance. We also found the effects of team competencies development and niotivation on knowledge sharing and constraint adherence are mediated by shared value.

並列關鍵字

team-based human resource management ； social capital ； innovation performance

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