華人工作團隊之社會關係與成員效能：多元向度、多重網絡的探討

Social Relationship and Member Effectiveness in Chinese Work Teams: Multiple Dimensions, Multiple Networks

周麗芳(Li-Fang Chou)

指導教授 ： 鄭伯壎

國立臺灣大學/理學院/心理學研究所/博士(2006年)

https://doi.org/10.6342/NTU.2006.02870

摘要

在全球化的競爭、聯盟趨勢、以及創新求變的壓力下，團隊（Team）儼然成為組織中較具有資源使用彈性、效率、並能有效解決複雜問題的工作型態。然而，在強調任務、專業互依與密集互動之下，「人際」的因素已超越技術、任務型態等因素，成為影響團隊運作的重要因素。因此，本研究採團隊中個人的研究層次，從多重網絡（團隊內水平網絡與垂直網絡、團隊外網絡）、多元向度（結構性向度、認知性向度及關係性向度），探討成員社會關係中鑲嵌之社會資本與效能間關係。團隊規模（領導者與成員）15人以下，且團隊成員填答率需為80％以上的條件下，本研究以台灣不同產業、不同任務型態之105個工作團隊（105位團隊領導者及629位團隊成員）為研究樣本進行研究。研究結果發現：（1）成員間的關係網絡主要會影響成員間的任務支持網絡與工作績效（任務績效與創造性績效）；而成員間價值觀與性格相似則主要影響成員間的情感信任網絡與態度效能（團隊承諾與合作滿意）；（2）團隊中，相對地較被領導者支持的成員，其效能較佳；且此種差序式領導對成員效能的影響，部分會受到團隊整體領導氣氛與差序幅度的調節；（3）在情感信任網絡與義務性承諾、合作滿意的關係中，差序式領導具有必要角色（essential role）之調節作用；但在任務支持網絡方面，差序式領導則與其扮演互補的角色；（4）成員團隊外的支持網絡對工作績效有直接的影響作用；而對態度效能而言，則是團隊內關係性社會資本的情境因素。最後，針對本研究的主要研究發現與研究限制進行討論，並說明本研究之未來研究方向與管理實務意涵。

關鍵字

社會網絡與社會資本 ； 差序式領導 ； 關係與特殊連帶 ； 價值觀與性格相似性 ； 情感信任 ； 支持網絡

並列摘要

In facing the pressures of globalized competition, alliance tendency and innovation, the team has become a new job design in organization. It has more resilience and higher efficiency in resource utilization and is capable of resolving complicated problems effectively. However, due to the conditions that emphase task, profession interdependence and intensive interaction, the interpersonal factors have surpassed technical- and task-related factors and become the critical element that will affect team effectiveness. Therefore, this study uses the individual within a team as research level and takes multiple networks (intrateam horizontal and vertical network, extrateam network) and multiple dimensions (structural dimensions, cognitive dimensions and relational dimensions) to explore the relationship between member’s effectiveness and social capital embedded within member’s social relationship. Based on the requirement of a team size no more than 15 (including team leader and members) and the response rate higher than 80%, this study took 105 work teams consisting of 105 team leaders and 629 team members, with different task types from various industries, as subjects. Here are the findings: (1) The members’ guanxi networks mainly affects task support network and job performance (task performance and creativity performance) while values and personality similarity mainly influence affective trust network and attitudinal effectiveness (team commitment and cooperation satisfaction). (2) Within the team, a member with relatively more supports from the team leader has better effectiveness. The influence of the differentiated leadership on the members’ effectiveness are partially moderated by the whole team leadership climate and differentiated latitude. (3) The differentiated leadership plays an essential role to moderate the relationships between the affective trust network and attitudinal effectiveness (obligated commitment and cooperation satisfaction) while plays a complementary role with task support network for the obligated commitment and cooperation satisfaction. (4) Members’ extrateam support networks have main effects on job performance but moderate the relationships between the intrateam relational social capital and attitudinal effectiveness. Finally, it is also discussed in this study for the main findings and limitations as well as future study directions and management implications.

並列關鍵字

social network and social capital ； differentiated leadership ； guanxi and particularistic tie ； values and personality similarity ； affective trust ； support network

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