進階搜尋


 
系統識別號 U0026-0812200915213438
論文名稱(中文) The Effect of Project Management on Transnational Team Performance
論文名稱(英文) The Effect of Project Management on Transnational Team Performance
校院名稱 成功大學
系所名稱(中) 國際經營管理研究所碩士在職專班
系所名稱(英) Institute of International Management (IIMBA--Master)(on the job class)
學年度 97
學期 2
出版年 98
研究生(中文) 許媖華
研究生(英文) Ying-Hua Hsu
學號 ra796106
學位類別 碩士
語文別 英文
論文頁數 79頁
口試委員 口試委員-史習安
指導教授-鄭至甫
召集委員-黃國平
中文關鍵字 none 
英文關鍵字 Team performance  Trust  Project management  Transnational team  Knowledge sharing  Communication 
學科別分類
中文摘要 none
英文摘要 In the last decade, the number of transnational teams has grown rapidly due to the global economic environment and the growth of multinational companies. The advantages of transnational teams are many. They are seen by companies as an important human resource; they are able to connect a creative and flexible work force in order to successfully face global competition.
However, with their distributed geography, time zone differences, cultural differences and language barriers, the efficiency of transnational teams decrease. In addition, conflicts due to miscommunication and difficulties in managing and monitoring teams increase. Thus the uncertainty of transnational team performance becomes a big challenge for both companies and team members themselves.
The objective of this study is to investigate the relationships between communication, trust, knowledge sharing, and transnational team performance in order to determine which factors influence transnational team performance and exam whether project management has a positive effect on communication and knowledge sharing behaviors in transnational team.
A 48-item survey in both Chinese and English is developed to obtain data for the above research purpose. Respondents with transnational team and project experience are carefully selected to fit the objectives of this study. Distribution of the questionnaire results in 370 collected responses, where 340 of those are usable. These were then analyzed with the help of SPSS and AMOS software.
Based on the analysis results it can be concluded conclude that in transnational teams: (1) There are positive relationships between communication, trust, knowledge sharing and transnational team performance; and (2) Project management has a positive effect on communication and knowledge sharing. These findings provide managers and transnational team members with a better understanding of the potential barriers in building and working through transnational teams, and show that project management is a useful tool that companies and managers can use to help them manage transnational team members.
In short, this research provides findings that are significant within both the academic field and business field alike: It fills a gap within project management and transnational team research, and provides useful and comprehensive information to scholars and practitioners regarding project management and transnational team performance.
論文目次 ACKNOWLEDGEMENTS ...................................................................... I
ABSTRACT .............................................................. I
TABLE OF CONTENTS ........................................ III
LIST OF TABLES ............................................................. VII
LIST OF FIGURES .................................................... IX
CHAPTER ONE INTRODUCTION ............................. 1
1.1 Research Background. ........................................................................................ 1
1.1.1 The Trend of Applying Project Management. ............................................. 1
1.1.2 The Increasing Trend of Transnational Teams. .......................................... 2
1.1.3 The Weakness of Current Research. ........................................................... 2
1.2 Research Motivation. .......................................................................................... 3
1.3 Research Objectives. ........................................................................................... 3
1.4 Research Process. ................................................................................................ 4
CHAPTER TWO PROJECT MANAGEMENT AND TRANSNATIONAL TEAMS .... 6
2.1 Project Management. .......................................................................................... 6
2.1.1 The Definition and Attributes of a Project. ................................................ 6
2.1.2 The Definition of Project Management. ..................................................... 8
2.1.3 The Trend of Applying Project Management. ............................................. 8
2.1.4 The Factors of Project Success and Failure. ............................................. 9
2.2 Transnational Teams. ........................................................................................ 12
2.2.1 The Definition of a Transnational Team. .................................................. 12
2.2.2 The Advantages of Using Transnational Teams. ...................................... 16
IV
2.2.3 Key Factors of a Successful Transnational Team. .................................... 17
2.2.4 Challenges of Transnational Teams. ........................................................ 18
2.2.5 Communication in Transnational Team. .................................................. 19
CHAPTER THREE LITERATURE REVIEW .............................................. 20
3.1 Definition of Constructs. ................................................................................... 20
3.1.1 Communication. ....................................................................................... 20
3.1.2 Trust. ......................................................................................................... 22
3.1.3 Knowledge Sharing. ................................................................................. 25
3.1.4 Project Management Approach. ............................................................... 26
3.1.5 Transnational Team Performance. ........................................................... 28
3.2 Relationships between Constructs. ................................................................... 30
3.2.1 The Effect of Project Management on Communication (H1). .................. 30
3.2.2 The Effect of Project management on Knowledge Sharing in Transnational Teams (H2). .............................................................................................. 32
3.2.3 Communication and Knowledge Sharing (H3). ....................................... 32
3.2.4 Communication and Trust (H4). ............................................................... 33
3.2.5 Trust and Knowledge Sharing (H5). ........................................................ 33
3.2.6 Knowledge Sharing and Transnational Team Performance (H6). ........... 34
3.2.7 Communication and Transnational Team Performance (H7). ................. 35
3.2.8 Trust and Transnational Team Performance (H8). .................................. 35
CHAPTER FOUR RESEARCH DESIGN AND METHODOLOGY ........................... 37
4.1 Conceptual Model of the Study. ........................................................................ 37
4.2 Construct Measurement. ................................................................................... 38
4.3 Hypothesis to be Tested. ................................................................................... 39
4.4 Sampling Frame and Questionnaire Design. .................................................... 40
4.5 Data Analysis Procedures. ................................................................................ 41
V
4.5.1 Descriptive Statistic Analysis. .................................................................. 41
4.5.2 Reliability and Validity Test. ..................................................................... 41
4.5.3 Confirmatory Factor Analysis (CFA). ...................................................... 42
4.5.4 Correlation Analysis. ................................................................................ 42
4.5.5 Structure Equation Modeling (SEM). ....................................................... 43
CHAPTER FIVE DATA ANALYSIS AND RESEARCH RESULTS ................... 44
5.1 Descriptive Analysis. ........................................................................................ 44
5.1.1 Data Collection. ....................................................................................... 44
5.1.2 Characteristics of Respondents. ............................................................... 44
5.2 Reliability and Validity Test. ............................................................................. 47
5.3 Confirmatory Factor Analysis. .......................................................................... 49
5.3.1 Result of CFA on Trust. ............................................................................. 49
5.3.2 Result of CFA on Knowledge Sharing. ..................................................... 51
5.3.3 Result of CFA on Team Performance. ...................................................... 52
5.3.4 Results of CFA on Project Management. .................................................. 53
5.3.5 Result of CFA on Communication. ........................................................... 54
5.4 Correlation Matrix of Research Constructs. ..................................................... 55
5.5 Structural Equation Modeling - Test of Overall Model Fit. .............................. 56
CHAPTER SIX CONCLUSION AND SUGGESTIONS .............................................. 60
6.1 Research Conclusion. ........................................................................................ 60
6.2 Research Contribution and Implication. ........................................................... 62
6.2.1 The Contribution of Academic Research. ................................................. 62
6.2.2 The Contribution for Human Resource Policies in a Company. .............. 63
6.2.3 The Contribution for Project Management Practices. ............................. 63
6.3 Limitation and Future Research Suggestions. .................................................. 64
REFERENCES ........................................................................... 65
VI
APPENDICES .......................................................... 71
Appendix 1: English Questionnaire and Information Sheet ................................... 71
Appendix 2: Chinese Questionnaire and Respondents‟ Sheet ................................ 76
參考文獻 Adenfelt, M., & Lagerstrom, K. (2006). Enabling knowledge creation and sharing in transnational projects. International Journal of Project Management, 24(3), 191-198.
Ahuju, M. K., Galletta, D. F., & Carley, K. M. (2003). Individual centrality and performance in vitrural R&D groups: An empirical study. Management Science, 49(1), 21-28.
Ali, A. S. B., Anbari, F. T., & Money, W. H. (2008). Impact of organizational and project factors on acceptance and usage of project management software and perceived project success. Project Management Journal, 39(2), 5-33.
Allen, T. J. (1985). Managing the flow of technology: MIT Press.
Armstrong, D. L., & Cole, P. (2002). Managing distances and differences in geographically distributed work groups. In S. K. Pamela Hinds (Ed.), Distributed Work: MIT Press.
Atamer, T., & Schweiger, D. M. (2003). Transnational horizontal project teams. Journal of World Business, 38(2), 81-83.
Balthazard, P., Potter, R., & Warren, J. (2004). Expertise, extraversion and group interaction styles as performance indicators in virtual teams. Database for Advanced in Information Systems, 35(1), 41-64.
Beise, C. M. (2004). IT project management and virtual teams. Paper presented at the Proceedings of the 2004 SIGMIS conference on Computer personnel research: Careers, culture, and ethics in a networked environment.
Berlo, D. K. (1960). The process of communication. New York: Rinehart & Winston.
Bollen, K. A. (1989). Structural equations with latent variables. New York.
Bradach, J. L., & Eccles, R. G. (1989). Price, authority, and trust: From ideal types to plural forms. Annual Review of Sociology, 15, 97-118.
Buche, M. W. (2008). Development of trust in electronic mentoring relationships. Networking and Virtual Organizations, 5(1), 35-50.
Chevrier, S. (2003). Cross-cultural management in multinational project groups. Journal of World Business, 38(2), 141-149.
Chiu, M.-H. (2008). Projct organization type and project effetiveness-- A case study of A company. National Sun Yat-sen University, Kaohsiung.
66
Clarke, A. (1999). A practical use of key success factors to improve the effectiveness of project management. International Journal of Project Management, 17(3), 139-145.
Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35, 128-152.
Connelly, C. E., & Kelloway, E. K. (2003). Predictors of employees‟ perceptions of knowledge sharing cultures. Leadership and Organizational Development Journal, 24, 294-301.
Cummings, J. N. (2004). Work groups, structural diversity, and knowledge sharing in a global organization. Management Science, 50(3), 352-364.
Despres, C., & Chauvel, D. (2000). Knowledge horizons: The present and the promise of knowledge management: Butterworth-Heinemann.
Dirks, K. T., & Ferrin, D. L. (2001). The role of trust in organizational settings. Organization Science, 12(4), 450-467.
DiStefano, J. J., & Maznevski, M. L. (2000). Creating value with diverse teams in global management. Organizational Dynamics, 29(1), 45-63.
Disterer, G. (2003). Fostering knowledge sharing: Why and how? Paper presented at the IADIS International Conference e-Society.
Doney, P. M., Cannon, J. P., & Mullen, M. R. (1998). Understanding the influence of national culture on the development of trust. The Academy of Management Review, 23(3), 601-620.
Dube, L., & Pare, G. (2001). Global virtual teams. Communications of the ACM, 44(12), 71-73.
Duncan, W. R. (2004). A guide to the project management body of knowledge (Third ed.): project Management Institute, Inc.
Fidler, L. A., & Johnson, J. D. (1984). Communication and innovation implementation. The Academy of Management Review, 9(4), 704-711.
Fink, G., Neyer, A.-K., Kolling, M., & Meierwert, S. (2004). An integrative model of multinational team performance. EI Working Paper, 60.
Fox, T. L., & Spence, J. W. (1998). Tools of the trade: A survey of project management tools. Project Management Journal, 29(3), 20-27.
Fukuyama, F. (1995). Trust: The social virtues and the creation of prosperity. New York: Free Press.
Galbraith, J. R. (1973). Designing complex organizations. Boston, MA, USA Addison-Wesley Longman Publishing Co., Inc.
67
Ghoshal, S., & Nohria, N. (1994). Differentiated fit and shared values: Alternatives for managing headquarters-subsidiary relations. Stagegic Mangement Journal, 15(5), 491-502.
Govindarajan, V., & Gupta, A. (2001). Building an effective global business team. MIT Sloan Management Review, 42(4), 63-71.
Grove, C., & Hallowell, C. G. (1998). Spinning your wheels? Successful global teams know how to gain traction. HR Magazine, 43(5), 24-28.
Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1998). Multivariate data analysis. New York: Prentice-Hall.
Hair Jr., J., Black, W., Babin, B. J., Anderson, R. E., & Tatham, R. L. (2006). Multivariate data analysis (6th ed.). New Jersey: Prentice Hall.
Hall, H. (2003). Borrowed theory: Applying exchange theories in information science research. Library & Information Science Research, 25(3), 287-306.
Hambrick, D. C., Davison, S. C., Snell, S. A., & Snow, C. C. (1998). When groups consist of multiple nationalities: Towards a new understanding of the implications. Organization Studies, 19(2), 181-205.
Handy, C. (1995). Trust and the virtual organization. Harvard Business Review, 73(3), 40-50.
Hense, M. (1999). The research-transfer problem: The role of weak ties in sharing knowledge across organizational subunits. Administrative Science Quarterly, 44, 82-111.
Hyvari, I. (2006). Project management effectiveness in project-oriented business organizations. International Journal of Project Management, 24(3), 216-225.
Iles, P. (1995). Learning to work with difference. Personnel Review, 24(6), 44-60.
Iles, P., & Hayers, P. K. (1997). Managing the diversity in transnational project team. Journal of Managerial Psychology, 12(2), 95-117.
Janssens, M., & Brett, J. M. (1997). Meaningful participation in transnational teams. European Journal of Work and Organizational Psychology, 6: 153-68.
Jarvenpaa, S. L., Knoll, K., & Leidner, D. (1998). Is anybody out there? Journal of Management Information Systems, 14(4), 29-64.
Jarvenpaa, S. L., & Leidner, D. E. (1999). Communication and trust in global virtual teams. Organization Science, 10(6), 791-815.
Johns, T. G. (1995). Managing the behavior of people working in teams. International Journal of Project Management, 13(1), 33-38.
Johnson, J. H. (2001). Extreme CHAOS 2001: The Standish Group International, Inco. Document Number)
68
Kenny, D., A. (1987). Statistics for the social and behavioral science. Boston: Little, Brown and Co.
Kwak, Y. H., & Anbari, F. T. (in press). Analyzing project management research: Perspectives from top management journals. International Journal of Project Management, Corrected Proof.
Lagerstrom, K., & Andersson, M. (2003). Creating and sharing knowledge within a transnational team--the development of a global business system. Journal of World Business, 38(2), 84-95.
Lee-Kelley, L., & Sankey, T. (2008). Global virtual teams for value creation and project success: A case study. International Journal of Project Management, 26(1), 51-62.
Lock, D. (2007). Project Management (9th ed.): Gower Publishing, Ltd.
Loo, R. (1996). Training in project management: a powerful tool for improving individual and team performance. Team Performance Management, 2(3), 6-14.
Marquardt, M. J., & Horvath, L. (2001). Global teams: How top multinationals span boundaries and cultures with high-speed teamwork. Palo Alto, California: Davies-Black Publishing.
Matveev, A. V., & Nelson, P. E. (2004). Cross Cultural Communication Competence and Multicultural Team Performance: Perceptions of American and Russian Managers. International Journal of Cross Cultural Management, 4(2), 253-270.
Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. The Academy of Management Review, 20(3), 709-734.
McDonough III, E. F., Kahn, K. B., & Barczak, G. (2001). An investigation of the use of global, virtual, and colocated new product development teams. Journal of Product Innovation Management, 18(2), 110-120.
Moenaert, R. K., Caeldries, F., Lievens, A., & Wauters, E. (2000). Communication flows in international product innovation teams. Journal of Product Innovation Management, 17(5), 360-377.
Neimat, T. A. (2005). Why IT projects fail? The project perfect white paper collection, from http://www.projectperfect.com.au/info_it_projects_fail.php
Noble, R., & Birkinshaw, J. (1998). Innovation in multinational corporations control and communication patterns in international R&D operations. Strategic Management Journal, 19, 479-496.
Orr, A. J., & Mckenzie, P. (1992). Programme and project management in BT. British Telecommunications Engineering.
Pascale, R. T. (1990). Managing on the edge. New York: Simon & Schuster.
Phillips, J. (2004). IT Project management: On track from start to finish (2 ed.): Mc-Graw Hill Professional.
69
Powell, A., Piccoli, G., & Lves, B. (2004). Virtual teams: A review of current literature and directions for future research. The DATE BASE for Advances in Information Systems, 35(1).
Project Management Institute. (2004). A guide to the project management body of knowledge (Pmbok Guide) (3rd ed.): Project Management Institute.
Robinson, D. R. (1991). The international communication of technology: A book of readings: Taylor & Francis.
Roebuck, D. B., Bock, S. J., & Moodie, D. R. (2004). Using a simulation to explore the challenges of communication in a virtual team. Business Communication Quarterly, 67(3), 359-367.
Sarker, S., & Sahay, S. (2002). Information systems development by US-Norwegian virtual teams: Implications of time and space. Paper presented at the Proceedings of the Thirty-Fifth Annual Hawaii International Conference on System Sciences.
Schneider, A. (1995). Project management in international teams: Instruments for improving cooperation. International Journal of Project Management, 13(4), 247-251.
Schoorman, F. D., Mayer, R. C., & Davis, J. H. (1996). Empowerment in veterinary clinics: The role of trust in delegation. Paper presented at the 11th Annual Meeting of the Society for Industrial and Organizational Psychology.
Schwalbe, K. (2007). Information Technology Project Management (5th ed.): Thomoson Learning, Inc.
Schweiger, D. M., Atamer, T., & Calori, R. (2003). Transnational project teams and networks: making the multinational organization more effective. Journal of World Business, 38(2), 127-140.
Scott-Young, C., & Samson, D. (2008). Project success and project team management: Evidence from capital projects in the process industries. Journal of Operations Management, 26(6), 749-766.
Shachaf, P. (2008). Cultural diversity and information and communication technology impacts on global virtual teams: An exploratory study. Information & Management, 45(2), 131-142.
Smith, J. B., & Barclay, D. W. (1997). The Effects of Organizational Differences and Trust on the Effectiveness of Selling Partner Relationships. The Journal of Marketing, 61(1), 3-21.
Snell, S. A., Snow, C. C., Davison, S. C., & Hambrick, D. C. (1998). Designing and supporting transnational teams: The human resource agenda. Human Resource Management, 37(2), 147-158.
Snow, C. C., Snell, S. A., Davison, S. C., & Hambrick, D. C. (1996). Use transnational teams to globalize your company. Organizational Dynamics, 24(4), 50-67.
70
St-Amant, G. E., IsaBelle, C., & Fournier, H. (2008). A current literature review of the concept of performance in virtual teams o. Document Number)
Staples, D. S., & Webster, J. (2008). Exploring the effects of trust, task interdependence and virtualness on knowledge sharing in teams. Information Systems Journal, 18(6), 617-640.
Themistocleous, G., & Wearne, S. H. (2000). Project management topic coverage in journals. International Journal Project Management, 31(2), 7-11.
Wang, C.-Y. (2005). The structure and composition, members' communication and trust relationship in transnational teams. National Sun Yat-sen University, Kaohsiung.
White, D., & Fortune, J. (2002). Current practice in project management: An empirical study. International Journal of Project Management, 20(1), 1-11.
Wu, W., Y. (2005). Business research methods. Taiwan: Hwa Tai Publishing.
論文全文使用權限
  • 同意授權校內瀏覽/列印電子全文服務,於2011-07-24起公開。
  • 同意授權校外瀏覽/列印電子全文服務,於2011-07-24起公開。


  • 如您有疑問,請聯絡圖書館
    聯絡電話:(06)2757575#65773
    聯絡E-mail:etds@email.ncku.edu.tw