團隊多元化、交融記憶系統與創新關係之研究

The Relationships among Team Diversity, Transactive Memory System and Innovation

何美華(Mei-Hwa Ho)

指導教授 ： 嚴奇峰

中原大學/商學院/企業管理研究所/碩士(2011年)

https://doi.org/10.6840/cycu201100160

摘要

創新是推動人類歷史向前發展的一個重要因素，多元化的經濟形式、動態變化的商業環境、持續的競爭擴張，都給創新活動，更多的機會與更加寬廣的舞台。面臨只有創新才能使组織形成自己獨特的優势，許多企業紛紛採用了團隊這種富有彈性的工作單位，藉由團隊的力量來提昇創新效能，進而為組織帶來整體績效，並提昇競爭力。
本研究主要目的在探討團隊多元化、團隊交融記憶系統(transactive memory system , TMS)與團隊創新間的影響關係。本文將團隊多元化分為人口背景多元化(性別、年齡與種族)和任務相關多元化(教育、專業與年資)，並以團隊TMS作為自變數與干擾變數，以構建並驗證團隊多元化與團隊創新的關係。
研究者以公、民營企業與組織中之研發團隊作實證研究，為獲得較準確的資料，於發放問卷之前進行團隊的分析，並對團隊成員人數以3-9人為限。總計發出180個團隊，經篩選後，有效的團隊數為120個、708份問卷，其中包含120份團隊主管問卷以及588份團隊成員問卷，有效回收率為66.7%。針對問卷所蒐集的資料，依據研究目的及所建立之研究假設，採用統計資料分析進行驗證。
實證研究結果顯示，團隊人口背景多元化負向影響團隊創新，與研究假設相符合。團隊任務相關多元化負向影響團隊創新，與研究假設不相符合。團隊TMS正向影響團隊創新，與研究假設也相符合。顯示團隊多元化皆對創新產生負面影響。另外，在探討團隊TMS干擾團隊多元化對團隊創新的影響方面。研究結果證實，團隊人口背景多元化對團隊創新的負向影響，受團隊TMS的干擾而減弱的現象不顯著。但於團隊任務相關多元化對團隊創新的影響部份，團隊TMS的干擾發揮了強化功效，它不僅緩和了團隊任務相關多元化對團隊創新的負向影響，更證實了團隊TMS有助於高任務相關多元化達到提昇團隊創新的目標。換言之，高任務相關多元化的團隊若發展出高TMS，將有利於提昇團隊創新；反之，高任務相關多元化的團隊若處於低TMS的狀態，則反而會對團隊創新造成相當不利的影響。簡言之，「高任務相關多元化」的團隊受到TMS的權變影響，在高TMS時創新績效良好，而在低TMS時反而抑制了團隊的創新績效。基於上述，本研究的發現對未來探討團隊TMS的研究，提供了具體的參考價值。
最後於文末提出研究結論、管理意涵以及未來研究建議，希望透過本學術研究之結果，可提供企業主管對經營團隊運作與管理的參考。

關鍵字

團隊交融記憶系統 ； 團隊多元化 ； 團隊創新

並列摘要

Innovation is a key factor which propels industrial developments. In the modern world, the diversity in the economic forms, the dynamic business environment, and the continuous expansion of competitions provide a wider range of opportunities for fundamentally innovative activities. Facing a world today where innovation seems to be the only way for an organization to stand out among other organizations, many industries have instead adopted cross-functional teams which are more flexible by nature to maintain organizational competitiveness. The expectation is that through collaboration between team members, team innovations can be promoted, which in turn result in better performance and increased competitiveness for the organization.
This research focused on characterizing the relationships among team diversity, transactive memory system (TMS), and innovations. Two types of team diversities were investigated, including demographic diversity (such as gender, age, and race) and task-related diversity (such as education background, functional expertise, and year of service). TMS was investigated as an independent variable as well as a moderator in the characterization of the relationship between team diversity and team innovations.
Research questionnaires were provided to selected governmental and private research organizations. Analysis was performed before distributing the questionnaires to ensure better accuracy of results. In addition, number of team members was limited to 3-9 people. Questionnaires were distributed to 180 teams, and 120 of them were selected based on screening criteria. 708 questionnaires were distributed, 120 of which were distributed to supervisors/managers and 588 of which were distributed to team members. The valid return rate of questionnaires was about 66.7%. Statistical analyses were performed based on study goals and hypotheses.
The results suggest that demographic diversity was inversely related to team innovations, which supports the study hypothesis. However, task-related diversity was inversely correlated to team innovations, which does not support the study hypothesis. TMS was shown to be positively correlated to team innovations, which is consistent with study hypothesis. The results suggest that both types of team diversities had negative impacts on team innovations. In addition, the results suggest that team TMS was not a significant moderator for balancing the negative impact of demographic diversity on team innovations. Nevertheless, team TMS was a significant moderator for reinforcing the relationship between task-related diversity and team innovations. Team TMS alleviated the negative impact of task-related diversity on team innovations, which validates the fact that team TMS is useful for team innovations with high task-related diversity.
In other words, team innovations are promoted if a team with high task-related diversity develops a high level of TMS. On the other hand, team innovations are suppressed significantly if a team with high task-related diversity that only maintains a low level of TMS. In summary, team innovations are promoted with high TMS but suppressed with low TMS. Based on the above-mentioned statements, the findings from this study are valuable for future research on team TMS.
Research conclusions, managerial implications, and directions of future research are provided at the end. This study may serve as a useful reference for managers when managing team operations.

並列關鍵字

Transactive Memory System ； Team diversity ； Team Innovation

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