English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 113656/144643 (79%)
Visitors : 51725771      Online Users : 645
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    政大機構典藏 > 商學院 > 企業管理學系 > 期刊論文 >  Item 140.119/70205
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/70205


    Title: 團隊多元化與知識分享、知識創造及創新績效
    Other Titles: Diversity and Knowledge Sharing, Knowledge Creation and Innovation Performance in Teams
    Authors: 黃家齊;蔡達人
    Huang, Jia-Chi
    Contributors: 企管系
    Keywords: 團隊多元化;團隊組合;知識分享;知識創造;創新績效
    team diversity;team composition;knowledge sharing;knowledge creation;innovation performance
    Date: 2003.06
    Issue Date: 2014-09-30 16:46:12 (UTC+8)
    Abstract: 團隊在近年來已經成為組織內工作進行以及知識管理的重要基本單位,團隊組成的課題亦是近年團隊研究的重點。研究中區分價值觀、社會類別以及資訊多元化等三種團隊多元化類型,並探討對知識分享、知識創造及創新績效的影響。以及相互依賴性與複雜度(包括例外頻率與不可分析性)等任務特性對於其間關係的干擾效果。經蒐集52個研發團隊資料,以層級迴歸進行分析結果,發現團隊多元化對各項績效指標確具影響,其中價值觀多元化對於知識分享、創造及創新績效均有顯著負向影響。而社會類別多元化則對創新績效有正向影響。資訊多元化中之年資多元對於知識分享、創新績效之正向效果成立,職級多元則與知識創造呈現顯著負相關。而資訊與社會類別多元化之交互作用,對知識創造與創新績效亦有顯著的正向影響,社會類別與價值多元化之交互作用,對創新績效則有顯著的負向影響。在任務特性的干擾效果方面,例外頻率與不可分析性分別對於價值觀多元化與知識創造及創新績效間關係具有顯著干擾效果。
    Team has becoming the basic unit of working and knowledge management in organizations. One of the research focuses of team management is team composition. This study distinguished value, social category, and information diversity about team composition, and explore relationships between these diversity types and knowledge sharing, creation and innovation performance. The moderating role of task interdependence and complexity, including number of exceptions and un-analyzability, also tested in this study.Using hierarchical regression analysis, we analyzed data from 52 R&D teams. We found team diversity affect team outcomes. The value diversity has negative effect on knowledge sharing, creation and innovation performance. Social category diversity has positive effect on innovation performance. Organizational tenure of information diversity has positive effect on knowledge sharing and innovation performance, and status diversity has negative effect on knowledge creation. Interaction between informational and social category diversity positively influences knowledge creation and innovation performance. Besides, interaction between social category and value diversity negatively influences innovation performance. Finally, task characteristics about number of exceptions and un-analyzability moderating the effects of value diversity on knowledge creation and innovation performance respectively.
    Relation: 台大管理論叢, 13(2), 233-280
    Data Type: article
    Appears in Collections:[企業管理學系] 期刊論文

    Files in This Item:

    File Description SizeFormat
    233280.pdf1723KbAdobe PDF2694View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏,無償提供學術研究與公眾教育等公益性使用,惟仍請適度,合理使用本網站之內容,以尊重著作權人之權益。商業上之利用,則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作,已盡力防止侵害著作權人之權益,如仍發現本網站之數位內容有侵害著作權人權益情事者,請權利人通知本網站維護人員(nccur@nccu.edu.tw),維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback