臺灣博碩士論文加值系統

如何有效控制資訊系統專案是資管領域的主要研究議題之一。控制的執行在於監督或規範專案團隊成員的行為，確保專案能按計劃的時程與預算來完成。過去控制理論的相關研究大多在探討在專案中不同階段要採用哪種控制或是不同的控制組合隊於專案團隊績效的影響。但是並沒有討論控制的採用是否要依據團隊的特性來執行。
調節焦點理論將個體區分為預防型和促進行焦點兩種，預防型焦點以確保安全、責任和義務為主要目標，促進型焦點則以達成成就、抱負、理想和希望為主要目標。本研究調節焦點應用於團隊層級，稱之為「團隊調節焦點」。本研究結合控制理論和調節焦點理論提出研究模型，來探討1) 哪種控制模式(正式控制和非正式控制)惠促發哪種團隊調節焦點？2)不同類型的團隊調節焦點(預防型和促進型)對於團隊績效的影響？ 3) 專案績效的表現是否取決於任務的特性(不確定性和相互依賴性)與團隊調節焦點之間的調節適配?
本研究採用問卷法蒐集樣本資料，主要研究對象為資訊系統專案團隊，蒐集97個資訊專案團隊，共包含97位專案經理和370位團隊成員樣本進行分析。研究結果顯示，在正式控制的部分，規格和正向回饋會負向影響團隊預防型焦點，在非正式控制部分，自我控制和群體控制會正向影響團隊促進型焦點。團隊預防型焦點隊於專案績效表現有負向的影響。在調節效果方面，任務的不確定性越高以及任務的相互依賴性越低會強化團隊預防型焦點隊於專案績效表現的負向影響。本研究之研究結果將可提供組織進行專案團隊管理及任務分派作為參考之依據。

Control is one major stream in information systems (IS) studies. In organization context, control is a process that controllers specify performance goal, evaluate controllee’s current performance, and cause improvement when a gap between predefined and measured performance is observed. Different types of control mechanisms may be exercised to assure IS project teams can achieve the predefined goal within expected budget and schedule. However, past studies largely ignore the characteristics of the team. This study attempts to study 1) which control mode (formal control and informal control) can induce a particular collective regulatory focus for an IS project team? 2) how different types of collective regulatory foci (prevention focused vs. promotion focused team) affect the IS project team performance? 3) is it contingent on a fit between types of task characteristic (task uncertainty and task interdependence) and types of collective regulatory foci?
In order to answer the research questions, a research model, integrating organization control and collective regulatory focus, is built to explain IS project performance. The model and relationship are tested and validated by using data collected from 97 are project teams which include 97 project leaders and 370 team members. The results show that collective prevention focus has significant negative relationship with specification and positive feedback, but collective promotion focus has significant positive relationship with self-control and clan control. Moreover, collective prevention focus has a negative effect on project performance. Of moderating effect, a collective prevention focus team may have lower project performance, especially when the task uncertainty is high and task interdependence is low. Academic and practical implications are discussed.

TABLE OF CONTENTS
Chapter 1INTRODUCTION 1
INTRODUCTION 2
RESEARCH MOTIVATION 5
Chapter 2 THEORETICAL BACKGROUND 7
CONTROL THEORY 8
REGULATORY FOCUS 10
COLLECTIVE REGULATORY FOCUS 11
Chapter 3 RESEARCH MODEL AND HYPOTHESIS DEVELOPMENT 14
RESEARCH MODEL AND HYPOTHESES 15
The Relationship between Control and Collective Regulatory Focus 15
The Relationship between Collective Regulatory Focus and Project Performance 17
Moderating Role of Task Characteristics 18
Control variables 20
Chapter 4 RESEARCH METHODOLOGY 22
SAMPLE AND PROCEDURES 23
MEASURE DEVELOPMENT 27
DATA ANALYSIS 31
Measurement Model 31
Structural Model 34
Moderating Effect 37
Chapter 5 DISCUSSION AND IMPLICATIONS 43
SUMMARY OF RESULTS 44
IMPLICATIONS 46
LIMITATIONS 48
References 49
Appendix 56
A. Questionnaire for project manager 57
B. Questionnaire for team member 61

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