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系統識別號 U0026-0201201802290000
論文名稱(中文) 團隊認知風格、團隊凝聚力與團隊創意之研究: 以轉換型領導與團隊創新氣候為調節變數
論文名稱(英文) Cognitive Styles, Team Cohesion and Team Creativity: Moderating by Transformational Leadership and Innovative Climate
校院名稱 成功大學
系所名稱(中) 國際企業研究所
系所名稱(英) Institute of International Business
學年度 104
學期 2
出版年 105
研究生(中文) 林君英
研究生(英文) Chun-Ying Lin
學號 R66031022
學位類別 碩士
語文別 英文
論文頁數 87頁
口試委員 指導教授-史習安
口試委員-劉玉雯
口試委員-許竹君
中文關鍵字 認知風格  團隊凝聚力  團隊創意  轉換型領導  創新氣候 
英文關鍵字 Cognitive styles  Team cohesion  Team creativity  Transformational leadership  Innovative climate 
學科別分類
中文摘要 快速多變的大環境使得產業間彼此競爭的強度增加,「創意」被視作現今企業維持競爭優勢,並在競爭力強烈的大環境中生存的重要解藥,除了仰賴當代的科技和原先具備的專業,企業組織迫切渴望尋找到人才建立最佳團隊並確保創新點子能夠被實踐。根據過去的研究,認知風格與點子發想和實踐過程相關,並會影響創意,這也顯示人的思考模式與過去的知識背景會影響創意績效。然而,不同特質的人因任務或是工作而組成團隊,其所帶來的影響可能不只是綜效也可能會有衝突,這意味著若團隊架構裡存在不同的個體特質,團隊流程和績效會受到影響,此外,由組織變數和團隊特質所組成的環境脈絡也是影響創意的關鍵因素之一。因此,本研究主要探討在團隊層級認知風格對於創意的影響,並採用團隊凝聚力作為中介變數,接著將轉換型領導和創新氣候納入作為調節變數。整體研究主要由團隊成員認知風格對於團隊創意的直接關係出發,試圖了解其中是否因團隊凝聚力而促進整段關係的發展,最後再試圖探討主管的轉換型領導風格和組織內的創新氣候的情境變數調節下,是否會有所影響。
本研究主要以台灣企業做為研究對象,研究問卷分為A、B兩式,總計發放99套問卷,回收有效樣本為77組,有效樣本回收率為78%。本研究主要使用層級迴歸分析來進行研究假說之驗證。經由實證分析,本研究分析結果指出團隊凝聚力對於認知風格和團隊創意的中介效果,然而其中團隊凝聚力對於循規蹈矩的認知風格和團隊創意之間的關係並不顯著,此外,模型中所假設的調解效果並未達到顯著。
本研究主要貢獻分述如下。首先,本研究以「團隊」層次探討「認知風格」與「創意」間之關係;接著,本研究進行團隊成員間「團隊凝聚力」作為創意與創新想法實踐之間之中介效果驗證;最後,進行管理者「轉換型領導」的領導風格及之工作情境因素之「創新氣候」調節效果驗證以作為後續研究參考。
英文摘要 In this ever-changing environment, innovation is regarded as a core competence to cope with the competitive challenges. Besides relying on the existing technologies and skills, it is also essential for organizations to not only exploit their talents but also to build a great team so as to ensure that the innovative ideas can be successfully practiced. Based on the previous research, cognitive styles associated with both idea generation and idea implementation have effect on creativity. It shows that a person’s thought process and his/her background knowledge are both vital to creativity performance. However, different people with relevant task in a team might not result in only synergy but also conflicts. The configuration of individuals’ attributes in a team is considered to influence on team processes and performance. Furthermore, the surrounding context which might encompass the effect of organizational variables and team characteristics is important issue as well. As a result, this study introduces the importance of team cohesion as a mediator between cognitive styles and creativity at a team level. Additionally, this study also takes transformational leadership and innovative climate as moderators into consideration.
The research is conducted by handing out questionnaires to several companies in Taiwan. Data from a total of 77 groups which consist of 314 respondents indicated that team cohesion mediates the relationship between cognitive styles and team creativity, whereas the mediation does not implement between conformist cognitive styles and team creativity. However, the moderating effect is not significant on whole model.
These findings not only provided more insights on how creativity can be effected on different cognitive styles but also provided benefits to the academic field. Through understanding the relationship between these factors, organizations could benefit by understanding the importance of creativity for sustaining competitive advantage. In addition, we also called for organizations and future researchers to address the issue of appropriate context for employees to exploit their talents.
論文目次 TABLE OF CONTENTS
ABSTRACT I
摘要 III
致謝 V
TABLE OF CONTENTS VII
LIST OF TABLE X
LIST OF FIGURE XI
CHAPTER ONE 1
1.1 Research Background 1
1.2 Research Objectives 2
1.3 Research Procedures 3
1.4 Research Structure 3
CHAPTER TWO 5
2 Definition and relationship of constructs. 5
2.1 Cognitive style 5
2.1.1 Creative Cognitive style 6
2.1.2 Conformist Cognitive style 7
2.1.3 Attentive-to-detail Cognitive style 8
2.2 Team cohesion 8
2.3 The relationship between cognitive styles and team cohesion 10
2.4 Transformational leadership 12
2.5 The moderating role of transformational leadership 13
2.6 Team creativity 15
2.7 The relationship between team cohesion and team creativity 17
2.8 The mediating role of team cohesion in the relationship with cognitive style and team creativity 18
2.9 Innovative climate 19
2.10 The moderating role of innovative climate 20
CHAPTER THREE 22
3.1 Research Framework 22
3.2 Hypothesis testing 23
3.3 Construct measurement 24
3.3.1 Cognitive style 24
3.3.2 Team cohesion 25
3.3.3 Transformational leadership 26
3.3.4 Team creativity 27
3.3.5 Innovative climate 28
3.4 Control variables 29
3.5 Questionnaire Design 29
3.6 Sampling Plan 30
3.7 Data Analysis 30
3.7.1 Descriptive Statistic Analysis 30
3.7.2 Confirmatory Factor Analysis (CFA) 30
3.7.3 Hierarchical Multiple Regression 31
CHAPTER FOUR 32
4.1 Descriptive Analysis 32
4.1.1 Sample and Data Collection 32
4.1.2 Characteristics of Respondents 33
4.1.3 Non Response Bias Test 36
4.1.4 Common Method Variance. 36
4.2 Reliability Test 37
4.2.1 Cognitive style 38
4.2.2 Team cohesion 39
4.2.3 Transformational Leadership 40
4.2.4 Team Creativity 41
4.2.5 Innovative Climate 42
4.3 Construct Validity 43
4.3.1 Confirmatory Factor Analysis (CFA) 43
4.3.2 Convergent Validity 44
4.3.3 Discriminant Validity 46
4.4 Pearson Correlations Coefficient 47
4.5 Intraclass Correlation Coefficient 50
4.6 Hierarchical Multiple Regression Analysis 50
4.6.1 The Relationship between Cognitive Style and Team Creativity. 50
4.6.2 The Relationship between Cognitive Style and Team Cohesion. 51
4.6.3 The Positive Relationship between Team Cohesion and Team Creativity. 51
4.6.4 Team Cohesion as Mediator between Cognitive Style and Team Creativity 54
4.6.5 Transformational Leadership as Moderator between Cognitive Style and Team Cohesion 56
4.6.6 Innovative Climate as Moderator between Team Cohesion and Team Creativity. 59
5.1 Conclusion and Discussions 61
5.1.1 Cognitive Styles, Team Cohesion and Team Creativity: 63
5.1.2 Transformational Leadership as a moderator: 65
5.1.3 Innovative Climate as a moderator: 65
5.2 Research Contributions. 66
5.3 Limitations and Future Research Directions. 67
REFERENCES 69
APPENDIX 76
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