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研究生:劉秀雯
研究生(外文):Hsiu-wen Liu
論文名稱:國際團隊多元性、團隊領導與企業組織環境支援之探討
論文名稱(外文):Diversity, Team Leadership and Corporation Logistics Support in Global Teams
指導教授:趙必孝趙必孝引用關係
指導教授(外文):Bih-shiaw Jaw
學位類別:碩士
校院名稱:國立中山大學
系所名稱:人力資源管理研究所
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2004
畢業學年度:92
語文別:中文
論文頁數:115
中文關鍵詞:企業組織環境支援團隊團隊領導團隊多元性國際團隊團隊效能
外文關鍵詞:Corporation LogisticsTeam DiversityTeam LeadershipGlobal TeamsTeams
相關次數:
  • 被引用被引用:30
  • 點閱點閱:596
  • 評分評分:
  • 下載下載:210
  • 收藏至我的研究室書目清單書目收藏:11
中文摘要
在全球化的競爭浪潮下,跨國企業購併、策略聯盟與合資等情事甚為普遍,企業必須不斷變化其原本的組織型態與競爭策略,才能適應變動的經營環境。尤其面對全球市場,顧客不再只是單一種族、國籍與文化的同質性群體,而是不同種族、國籍、文化、價值觀與信仰,以及使用不同語言的異質性群體。為進一步瞭解不同顧客的需要,有越來越多企業開始使用國際團隊(Global Teams)來將他們的產品延伸至國際市場上,或幫助企業發展具有國際觀的策略,執行國際化任務,並解決複雜的問題。國際團隊的定義為一群來自不同企業或企業的部門單位,具有不同國籍與文化背景的成員,或分散各地藉由科技溝通合作,或齊集一地面對面合作,共同完成一國際性的團隊任務。然而,國際團隊由於具有多元文化的特性,較一般團隊面臨更多管理上的挑戰,因此,本研究的目的在於了解國際團隊的領導者如何整合成員的差異性,處理語言溝通上的障礙,協調及預防可能衍生的衝突,以順利達到團隊的任務目的;此外,企業組織環境又應如何支援國際團隊運作,以發揮國際團隊的合作效益。
由於國際團隊在國內屬於新興的研究主題,且國內使用國際團隊的企業數量不多,樣本數不足以採用量化的問卷調查方式進行研究,因此,本研究採用質化的個案研究法,以半結構式的訪談方式進行資料搜集。是以,本研究選定八個在台的國際團隊作為研究對象,在選擇受訪者時,為兼顧領導者以及台、外籍成員的角度與觀點,每個團隊固定訪問團隊領導者與台、外籍成員各一位,共有二十位受訪者。
將訪談資料加以登錄分析與探討之後,歸納出本研究的十一項命題如下:
命題一 國際團隊的文化多元性越高,則團隊面臨的問題與挑戰則越多,越需要團隊領導與管理的配合,以及企業組織環境的支援,才能發揮較佳的團隊效能。
命題二 之一 國際團隊的領導者與其成員若具有豐富的國際合作或交流經驗,則對於不同文化背景的適應能力較強,文化差異也較不易成為團隊合作的阻礙。
之二 國際團隊的領導者越具有豐富的國際合作或交流經驗,以及流暢的語言能力,越有助於成功領導一個國際團隊。
命題三 國際團隊的領導者越能夠包容且尊重文化差異,越能融入當地生活,了解成員所屬不同國家的文化與民情風俗,語言能力與溝通技巧越佳,越具有豐富的專業知識與工作經驗,以及越是真誠待人、誠信領導,則團隊的表現越佳。
命題四 國際團隊的領導者越能夠扮演好管理者、協調者、連絡者、顧問、教練與朋友等六種角色,則越有助於國際團隊合作與成果表現。
命題五 之一 領導者適度授權對於國際團隊效能與凝聚力有正面影響。
之二 語言、文化的隔閡以及工作態度、習慣上的差異會影響團隊領導者對於其成員的信任感與授權程度。
命題六 領導者越關懷成員的感受與發展性,越注重並促進不同國籍成員之間的交流與互動,則國際團隊的表現與凝聚力越佳。
命題七 之一 領導者與團隊成員的社會距離越小則團隊效能、凝聚力與溝通效果越佳
之二 語言、文化的隔閡以及年齡、年資等多元化差距會拉大領導者與團隊成員間的社會距離。
命題八 領導者越能以理性溝通、說服的方式影響團隊成員的意見,則國際團隊的效能、凝聚力以及溝通效果越佳。
命題九 領導者對於團隊活動的主動參與程度越高,則國際團隊的效能與凝聚力則越佳。
命題十 國際團隊領導者以採「權力建立型」的領導模式最能增進團隊效能與凝聚力,其次是「授權式」、「權力過度型」,「權力矛盾型」收到的效果最差。
命題十一 組織若能以資訊系統協助團隊溝通,針對團隊合作與文化適應設計訓練課程,並提供以團隊為基礎績效獎酬制度,以及在環境與制度上給予支援,則國際團隊的效能與凝聚力越佳。
Abstract
Teams, like companies, are going global. As Davision and Ward (1999) note, global teams are necessary for creating a company’s “sustainable global capability”. The increasing complexities of scientific, sociological, and commercial issues demand that people from different cultural backgrounds and different nations collaborate in order to resolve global problems creatively and take advantage of global opportunities. Yet, global teams often face more challenges than collocated teams due to the nature of diversity. Thus, our research is aimed to study how the global team leaders lead to deal with the difference of cultural background, barrier of language, potential conflict etc., and still make a great teamwork.
To reach the objective, the research adopts a case study method and takes the interviews with 8 global teams in Taiwan, and three members for each team, including a team leader and members from different countries. After data gathering and analysis, we generate 11 propositions.
目錄

第一章 緒論.......................................... 1.
第一節 研究背景................................... 1.
第二節 研究 ...................................... 2.
第三節 研究目的................................... 3.
第二章 文獻探討.......................................4.
第一節 國際團隊(Global Teams)....................4.
第二節 團隊多元性................................ 19.
第三節 團隊領導.................................. 26.
第四節 企業組織環境支援.......................... 38.
第三章 研究方法......................................40.
第一節 質化研究.................................. 40.
第二節 概念性架構................................ 42.
第三節 研究設計與資料收集方式................... .44.
第四章 個案綜合分析與命題發展........................50.
第一節 團隊結構.................................. 50.
第二節 使用國際團隊的策略目的.................... 53.
第三節 團隊多元性................................ 57.
第四節 國際團隊面臨的問題與挑戰.................. 59.
第五節 國際團隊領導.............................. 69.
第六節 企業組織環境支援.......................... 89.
第七節 研究命題.................................. 94.
第五章 研究結論與建議............................... 95.
第一節 研究結論.................................. 95.
第二節 研究限制.................................. 103.
第三節 後續研究建議.............................. 104.
參考文獻..............................................105
逐字稿登錄表......................................... 112.

表目錄

表2-1 國際團隊、虛擬團隊與一般團隊的比較............ .7
表2-2 西方與非西方價值觀差異之比較....................9
表2-3 國際團隊的成功關鍵要素..........................13
表2-4 國際團隊成員所需具備的知識技能..................15
表2-5 領導定義整理表..................................26
表2-6 團隊領導者所需技巧..............................32
表2-7 團隊訓練內容....................................38

表3-1 個案團隊資料表..................................45
表3-2 受訪者資料表....................................46
表3-3 登錄表範例......................................49

表4-1 使用國際團隊的策略性目的整理表..................53
表4-2 個案團隊文化多元性..............................57
表4-3 個案團隊面臨的問題與挑戰........................59
表4-4 受訪團隊領導者的教育背景與工作經歷..............65
表4-5 國際團隊領導者應具備的特質、知識或技巧..........70
表4-6 國際團隊領導者的角色、任務、領導風格與方式以衝突處理
模式............................................74
表4-7 國際團隊領導者的角色與其主要任務................77
表4-8 權威式領導與民主式領導之差異....................78
表4-9 個案團隊領導者的領導類型表......................79
表4-10 個案團隊的企業組織環境.........................89
表4-11 研究命題統整...................................94

圖目錄

圖2-1 Jarvenpaa and Leidner, 1999的全球虛擬團隊定義...7
圖2-2 國際團隊的MBI歷程.............................. 16
圖2-3 國際團隊模式....................................17
圖2-4 團隊領導者的核心工作............................31
圖2-5 團隊領導模式....................................35

圖3-1 概念性架構......................................42
圖3-2 研究流程圖......................................44
圖3-3 資料分析流程圖..................................49

圖4-1 跨國團隊可以表現得比同質性團隊更優異............53
圖4-2 個案團隊領導者領導類型分佈圖....................87
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