臺灣博碩士論文加值系統

組織不同的投入與過程，便有不同的產出結果。本研究主要參考IPO團隊運作模式，探討知識分享與團隊凝聚力在授權賦能領導與團隊績效之間的中介效果。
經蒐集某速食連鎖餐廳其中70個分店的高階管理團隊資料，以相關及線性結構方程式檢定各假說路徑關係，結果發現，授權賦能領導與團隊績效之間並未有直接顯著正向影響，而知識享與團隊凝聚力則對團隊績效均有顯著正向影響，並且在授權領導與團隊績效兩者之間扮演著中介的效果。可見成員相互依賴的工作過程，將有價值的與團隊任務有關的知識分享給其他成員，會進一步影響團隊績效。而且藉由情感或意識上的聯結的團隊凝聚力，包含士氣與成員參與動機，共同努力的合作結果，亦能影響團隊績效。最高管理階層應關注團隊和績效之間的關係，透過此富有彈性的工作單位，分享訊息與權力，合作性的決策過程，並提升成員對團隊的認同感，使個人角色和行為上朝向組織目標而努力，可對組織績效產生正面作用。

Different invention and its process of an organization yield various outputs. The study explores the intermediate effect that sharing knowledge and team agglomeration bring between authorized leadership and team achievements.
The study collects the data about the team of exclusive leadership from 70 branches of a famous fast-food chain restaurant, and examines various assumptive path relationship using related and linear architecture equations. The result tends to suggest that authorized leadership and team achievements do not lead a direct and obvious positive influence. Instead, sharing knowledge of individuals and agglomerative power of a team indeed cause an obvious positive effect, they also dutifully play the role of an intermediater between the former two. In the process in which members mutually aid, each member will share the valued knowledge related to the team mission with others, which further affects team achievements. Besides, through associating emotion or consciousness with team agglomeration, including morale and motivations of members, the effect that members team up with each others generally affects team achievements. The top leadership should deeply concern such a relationship between team and effect, shares information, power, and cooperative decision-making process with members through this flexible working unit, and enhances identification toward the team that members join. Accordingly, members shall tend to devoted themselves to the organization objects from the role and behaviors of individual, bringing team achievements positive effect.
Food service industry is a kind of face-to-face labor trade with customers. These organizations must continually and dynamically modify or extend their policies following the trends of market and their competitor. To orientate towards the service concept of customer satisfaction, leadership not only has to encounter internal employees and external customers, but also needs wisdom and service experience for changeable marketing environment. Human resource is a very important factor in developing organization, especially for the current service industry, which emphasizes high mutuality with customers, customer satisfaction, and customized and differentiated flexible service. High efficient mode of human resource management reaches to attract or persuade employees in the industry. Therefore, excellent operating achievement that brings quality, production, and finance becomes more important.

內容目錄
中文摘要　．．．．．．．．．．．．．．．．．．．．． iii
英文摘要　．．．．．．．．．．．．．．．．．．．．． iv
誌謝辭　　．．．．．．．．．．．．．．．．．．．．． v
內容目錄　．．．．．．．．．．．．．．．．．．．．． vii
表目錄　　．．．．．．．．．．．．．．．．．．．．． ix
圖目錄　　．．．．．．．．．．．．．．．．．．．．． xi
第一章　　緒論．．．．．．．．．．．．．．．．．．． 1
　　第一節　　研究背景與動機．．．．．．．．．．．． 1
　　第二節　　研究目的與問題．．．．．．．．．．．． 3
第二章　　文獻探討．．．．．．．．．．．．．．．．． 5
　　第一節　　團隊績效．．．．．．．．．．．．．．． 5
　　第二節　　授權賦能．．．．．．．．．．．．．．． 12
　　第三節　　知識分享．．．．．．．．．．．．．．． 17
　　第四節　　團隊凝聚力．．．．．．．．．．．．．． 22
第三章　　研究方法．．．．．．．．．．．．．．．．． 29
　　第一節　　研究架構．．．．．．．．．．．．．．． 29
　　第二節　　研究假設．．．．．．．．．．．．．．． 30
　　第三節　　研究對象與受訪方式．．．．．．．．．． 30
　　第四節　　研究變項與測量工具．．．．．．．．．． 31
　　第五節　　資料分析與統計方法．．．．．．．．．． 36
第四章　　資料分析與發現．．．．．．．．．．．．．． 40
　　第一節　　描述性統計分析．．．．．．．．．．．． 40
　　第二節　　差異分析．．．．．．．．．．．．．．． 41
　　第三節　　信度與效度分析．．．．．．．．．．．． 51
　　第四節　　整體衡量模式分析．．．．．．．．．．． 61
　　第五節　　假設驗證．．．．．．．．．．．．．．． 70
　　第六節　　中介效果驗證．．．．．．．．．．．．． 72
第五章　　結論與建議．．．．．．．．．．．．．．．． 78
　　第一節　　結論．．．．．．．．．．．．．．．．． 78
　　第二節　　建議．．．．．．．．．．．．．．．．． 84
參考文獻　．．．．．．．．．．．．．．．．．．．．． 87
附錄A　　預測問卷 ．．．．．．．．．．．．．．．．． 106
附錄B　　正式問卷 ．．．．．．．．．．．．．．．．． 108


表目錄
表 2- 1 團隊定義．．．．．．．．．．．．．．．．．． 5
表 2- 2 團隊績效的衡量指標．．．．．．．．．．．．． 9
表 2- 3 影響團隊績效之因素．．．．．．．．．．．．． 11
表 2- 4 知識分享內容觀點．．．．．．．．．．．．．． 19
表 2- 5 凝聚力相關研究．．．．．．．．．．．．．．． 26
表 3- 1 授權賦能領導量表之信度與因素分析表(N=56) ．． 32
表 3- 2 團隊績效量表之信度與因素分析表(N=56) ．．．． 33
表 3- 3 知識分享量表之信度與因素分析表(N=56) ．．．． 34
表 3- 4 團隊凝聚力量表之信度與因素分析表(N=56) ．．． 36
表 3- 5 各研究變項之群體內部信度係數、ICC(1)、ICC(2)
值．．．．．．．．．．．．．．．．．．．．． 38
表 4- 1 研究樣本背景變項分析．．．．．．．．．．．． 40
表 4- 2 授權賦能領導、知識分享、團隊凝聚力描述性統計
(N=213) ．．．．．．．．．．．．．．．．．． 43
表 4- 3 團隊績效描述性統計(N=213) ．．．．．．．．． 44
表 4- 4 授權賦能領導多變量變異數分析(N=213) ．．．． 45
表 4- 5 人口統計變項對授權賦能領導Scheffe事後檢定．． 46
表 4- 6 團隊績效多變量變異數分析(N=213) ．．．．．． 47
表 4- 7 人口統計變項對團隊績效Scheffe事後檢定．．．． 47
表 4- 8 知識分享多變量變異數分析(N=213) ．．．．．． 48
表 4- 9 人口統計變項對知識分享Scheffe事後檢定．．．． 49
表 4-10 團隊凝聚力多變量變異數分析(N=213) ．．．．． 50
表 4-11 人口統計變項對團隊凝聚力Scheffe事後檢定．．． 50
表 4-12 統計檢定量之理想適配標準或臨界值．．．．．． 53
表 4-13 研究變項信度分析(N=213) ．．．．．．．．．． 54
表 4-14 授權賦能領導量表二階因素分析．．．．．．．． 56
表 4-15 知識分享量表二階因素分析．．．．．．．．．． 58
表 4-16 團隊凝聚力量表二階因素分析．．．．．．．．． 60
表 4-17 授權賦能領導、知識分享、團隊凝聚力各構面區別
效度．．．．．．．．．．．．．．．．．．．． 61
表 4-18 研究變項之相關係數表．．．．．．．．．．．． 63
表 4-19 研究變項各構面之相關係數表．．．．．．．．． 63
表 4-20 整體理論衡量模式分析．．．．．．．．．．．． 65
表 4-21 修正後整體理論衡量模式分析．．．．．．．．． 68
表 4-22 研究結果與模式檢定的標準判斷(N=213) ．．．． 68
表 4-23 知識分享中介效果分析表．．．．．．．．．．． 74
表 4-24 團隊凝聚力中介效果分析．．．．．．．．．．． 76
表 4-25 各變項對團隊績效的影響效果分析．．．．．．． 77
表 4-26 理論結構模式路徑係數與假設驗證．．．．．．． 77


圖目錄
圖 2- 1 任務模型圖．．．．．．．．．．．．．．．．． 7
圖 2- 2 團隊互動過程圖．．．．．．．．．．．．．．． 8
圖 2- 3 知識分享模式．．．．．．．．．．．．．．．． 19
圖 2- 4 知識管理策略圖．．．．．．．．．．．．．．． 20
圖 3- 1 研究架構圖．．．．．．．．．．．．．．．．． 29
圖 4- 1 整體模式與參數結構圖．．．．．．．．．．．． 62
圖 4- 2 整體理論衡量模式分析．．．．．．．．．．．． 66
圖 4- 3 修正後整體理論衡量模式分析．．．．．．．．． 67
圖 4- 4 授權賦能領導與團隊績效關係模式．．．．．．． 73
圖 4- 5 置入知識分享後的關係模式．．．．．．．．．． 74
圖 4- 6 置入團隊凝聚力後的關係模式．．．．．．．．． 75

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嚴秀茹，林育理，戴淑賢(2004)，服務氣候對服務導向公民行為之影響歷程探討－心理授權與角色界定之中介模式，管理評論，23(1)，25-48。

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