探索偏差行為及超級競爭對團隊績效 的影響─群體認同的調節效果

Abstract

由於全球科技產業面臨快速變化與高度競爭，台灣高科技公司極需尋求持續成長之動能，以推升組織的創新與發展，其中組織內的團隊運作與管理是非常重要的關鍵，因為科技產業營運模式大量採用團隊的形式以提升對市場的反應與彈性。然而科技產業的團隊活動中常會出現許多團隊內部成員的不當競爭與負面行為，因此最後造成團隊績效的下降，所以如何深入了解這類問題同時提出有效管理策略對於管理者而言是相當重要的課題；儘管這類問題很重要，過去研究卻較少同時探討不當競爭與負面行為對於團隊績效的影響程度，根據上述之研究缺口與議題之重要性，本研究探討員工偏差行為及超級競爭如何透過群體效能與工作投入的中介而影響團隊績效，同時以群體認同感作為調節因子，之後進行實證分析以提出有效的管理策略。 本研究係以高科技產業團隊層級為單位進行問卷調查與資料蒐集，每個團隊有五個人參與調查，包括一位團隊主管與四位團隊成員，總計發放118組團隊問卷，回收80組團隊問卷，其中主管問卷共80份，部屬問卷共320份。本研究主要採用驗證性因素分析與階層迴歸分析進行假說檢定，實證結果發現：（1）群體效能與團隊績效有正向的關係；（2）工作投入與團隊績效有正向的關係；（3）超級競爭與群體效能有負向的關係；（4）偏差行為與工作投入有負向的關係；（5）群體認同對於偏差行為與工作投入之間的負向關係具有干擾效果；（6）群體認同對於超級競爭與工作投入之間的負向關係具有干擾效果。最後本研究依研究結果提出管理意涵以及後續研究之建議。

With rapid changes and high competition in technology industries around the globe, Taiwan’s high-tech companies need to seek the momentum of continuous growth in order to promote organizationally innovation and development. The functioning and management of work teams in organizations are very critical, because technology industry heavily adopts the work mode of teams to increase its response and flexibility towards markets. However, inappropriate competition and negative behavior by team members often appear in teaming activities in high-tech firms, consequently reducing team performance. As a result, how to understand these problems in depth and propose effective management strategies have been important issues for managers. Despite the importance of the issues, previous studies have rarely discuss the simultaneous influence of inappropriate competition and negative behavior on team performance, leading to an important research gap. To fill the gap, this study discusses how dysfunctional behavior and hypercompetition influence team performance via the mediation of collective efficacy and work engagement by considering collective identification as a moderator. Empirical analysis is then performed to provide effective management strategies.

This research conducted a questionnaire survey to collect data in high-tech industry based on the level of teams. Each team had five participants for the survey, including one team leader and four team members. A total of 118 sets of team-based questionnaires were distributed and 80 of them were collected (including 80 questionnaires from team leaders and 320 from team members). This research used confirmatory factor analysis and hierarchical regression analysis for testing hypotheses. The empirical results found (1) collective efficacy positively relates to team performance; (2) work engagement positively relates to team performance; (3) hypercompetition negatively relates to collective efficacy; (4) dysfunctional behavior negatively relates to work engagement; (5) collective identification moderates the negative relationship between dysfunctional behavior and work engagement; and (6) collective identification moderates the negative relationship between hypercompetition and work engagement. Last, this study provides managerial implications based on research results and suggestions for future research.