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| 中文篇名 |
團隊成員們的強勢溝通行為與團隊關係衝突有關嗎？探討團隊集體性的調節效果 | |
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| 英文篇名 |
Is There a Relationship between Team Members’ Aggressive Communicative Behavior and Team Relational Conflict? Investigating the Moderating Effect of Team Collectiveness | |
| 作者 | ||
| 中文摘要 |
本研究的目的乃是探討團隊成員們的強勢溝通行為與團隊關係衝突的關聯性，以及團隊集體性是否會弱化前述關係。研究者預期，團隊內成員如果愈常採取強勢溝通行為，將愈可能引發團隊成員間的關係衝突。不過，研究者推論，在高團隊集體性的團隊中，團隊成員的強勢溝通行為與團隊關係衝突之間的正向關聯性將會弱化。研究者設計了一份團隊集體性量表，並以一組105份預試樣本進行量表的信效度檢測。正式研究中，研究者獲得有效樣本73個團隊、405份團隊成員的資料，這些團隊共來自39個企業組織，團隊樣本回收率為79%，團隊成員樣本回收率為74%。本研究結果顯示，團隊成員們愈多採用強勢溝通行為，他們將愈容易知覺到團隊內的關係衝突，不過，如果團隊成員們具有愈高的團隊集體性，將愈能緩和強勢溝通行為與團隊關係衝突之間的關聯性。 | |
| 英文摘要 |
The purpose of this study is to examine the relationship between team members’ aggressive communicative behavior and team relational conflict and whether team collectiveness mitigates the above relationship. The researchers expected, the more the team members use aggressive communicative behavior, the more relational conflict among team members will be aroused. But, the researchers also expected, in teams with high team collectiveness, the positive relationship between team members’ aggressive communicative behavior and relational conflict in teams will attenuate. We designed a team collectiveness scale and tested its reliability and validity by 105 pre-test subjects. In the formal study, the researchers obtained an effective sample of 73 teams with 405 team members altogether. These teams came from 39 business organizations. And the response rate was 79% for teams and 74% for team members. The results of this study showed that the more the team members used aggressive communicative behavior, the more likely they perceive intragroup relational conflict. However, if the team members were equipped with high team collectiveness, the relationship between aggressive communicative behavior and team relational conflict tended to be weakened. | |
| 關鍵詞 |
強勢溝通、團隊關係衝突、團隊衝突、團隊集體性、aggressive communicative behavior、team relational conflict、team conflict、team collectiveness | |
| 刊名 | ||
| 期數 | ||
| 起訖頁 |
037-060 | |
| 出版單位 | ||
| DOI | ||
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