本研究主要探討不同類型的團隊衝突，如何影響團隊之積極氣候，進而影響團隊知識分享行為。本研究對象主要為在台灣地區的研發、行銷等專案團隊，回收之有效樣本數為66個團隊，包含66團隊領導者以及221位團隊成員；分別透過因素分析、相關分析及回歸分析，探討各變數間之關係。
　　經由實證分析，本研究結果如下：研究結果發現，團隊中發生關係衝突，會降低團隊的積極氣候，進而影響團隊學習行為。研究中也發現團隊的積極氣候在關係衝突與團隊知識分享行為之間具有完全中介效果。然而，團隊衝突中的任務衝突與積極氣候之間的關係於本研究中的假設不成立。此外，團隊領導者衝突介入模式在關係衝突與團隊的積極氣候具有調節效果。

　　This paper examines how team conflicts affect initiative climate and team knowledge sharing behavior. The role of team leader’s conflict interventions on the relationship between team conflicts and initiative climate was also explored. Data was collected from 66 project teams in Taiwan. The sample consists of research and development, marketing, and innovative teams that were working on a specific project, including 66 team leaders and 221 members. Hypotheses were tested with hierarchical regression analysis. Results support the relationships between relationship conflict, initiative climate, and team knowledge sharing behavior. In addition, the results showed that initiative climate acted as a full mediator of the relationship between relationship conflict and team knowledge behavior. The results also showed that team leader’s conflict interventions moderate the relationship between relationship conflict and initiative climate. However, the hypothesis of the relationship between task conflict and climate initiative was not supported.

LIST OF TABLES………………………………………………………………………………………………………………I
LIST OF FIGURES…………………………………………………………………………………………………………II
CHAPTER 1. INTRODUCTION………………………………………………………………………………………1
CHAPTER 2. THEORY AND HYPOTHESES………………………………………………………………4
2.1 TEAM CONFLICT AND INITIATIVE CLIMATE…………………………………………4
2.2 INITIATIVE CLIMATE AND TEAM KNOWLEDGE SHARING BEHAVIOR………………………………………………………………………………………………………………………………9
2.3 MEDIATION EFFECT OF INITIATIVE CLIMATE…………………………………11
2.4 MODERATION EFFECT OF LEADER’S CONFLICT INTERVENTION…………………………………………………………………………………………………………………13
CHAPTER 3. METHOD……………………………………………………………………………………………………16
3.1 PARTICIPANTS AND PROCEDURES………………………………………………………………16
3.2 MEASURES…………………………………………………………………………………………………………………18
3.2.1 Team task and relationship conflict……………………………………18
3.2.2 Initiative climate…………………………………………………………………………………19
3.2.3 Team knowledge sharing behavior………………………………………………19
3.2.4 Leader’s conflict intervention…………………………………………………19
3.2.5 Control variables……………………………………………………………………………………20
3.3 ANALYSIS TECHNIQUES…………………………………………………………………………21
CHAPTER 4. RESULT……………………………………………………………………………………………………22
4.1 HIERARCHICAL LINEAR REGRESSION ANALYSIS………………………………24
4.2 TESTING MEDIATION…………………………………………………………………………………………24
4.3 TESTING MODERATION………………………………………………………………………………………25
4.4 ADDITIONAL ANALYSIS……………………………………………………………………………………26
CHAPTER 5. CONCLUSION AND SUGGESTIONS………………………………………………34
5.1 DISCUSSIONS AND IMPLICATIONS……………………………………………………………34
5.2 LIMITATIONS AND SUGGESTIONS………………………………………………………………37
5.3 CONCLUSION……………………………………………………………………………………………………………38
REFERENCES………………………………………………………………………………………………………………………41
APPENDIX: QUESTIONNAIRE……………………………………………………………………………………46

1.Ajzen, I., & Fishbein, M. (1975). Understanding Attitudes and Predicting Social Behavior, Prentice-Hall, Englewood Clidds, NJ.
2.Aiken, L.S., & West, S.G. (1991) Multiple Regression: Testing and Interpreting Interactions. Newbury Park, CA: Sage.
3.Amason, A. C., & Schweiger, D. M. (1994). Resolving the paradox of conflict, strategic decision making and organizational performance. International Journal of Conflict Management. 5, 239-253.
4.Amason, A. C. (1996). Distinguishing the effects of functional and dysfunctional conflict on strategic decision making resolving a paradox for top management teams. Academy of Management Journal, 39, 123-148.
5.Amason, A. C., & Schweiger, D. M. (1997). The Effects of Conflict on Strategic Decision Making Effectiveness and Organizational. Using conflict in organizations, 101.
6.Baer, M., & Frese, M. (2003). Innovation is not enough: Climates for initiative and psychological safety, process innovations, and firm performance. Journal of organizational behavior, 24(1), 45-68.
7.Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology, 51(6), 1173-1182.
8.Bagozzi, R. P., & Yi, Y. (1988). On the evaluation of structural equation models. Journal of the academy of marketing science, 16(1), 74-94.
9.Barker, J., Tjosvold, D., & AndrewsI. R. (1988). Conflict approaches of effective and ineffective managers: A file study in matrix organization. Journal Management Studies, 25, 167-178.
10.Blau, P. (1964). Exchange and power in social life. New York: Wiley.
11.Boulding, K. (1963). Conflict and defense. New York: Harper and Row.
12.Brian, P. H. (2001). Value development and learning organizations. Journal of Knowledge Management, 5, 19-23.
13.Brislin, R. W. (1980). Translation and content analysis of oral and written material. Handbook of cross-cultural psychology, 2(2), 349-444.
14.Cohen, J., Cohen, P., West, S.G., & Aiken, L.S. (2003). Applied Multiple Regression/correlation Analysis for the Behavioral Sciences, 3rd edn. Mahwah, NJ: Erlbaum.
15.Coser, L. A. (1956). The function of social conflict. New York: The free Press.
16.Cosier, R. A., & Rose, R. L. (1977). Cognitive conflict and goal conflict effects on task-performance. Organizational Behavior and Human Performance, 19, 378-391.
17.Davenport, T.H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business School Press, Boston.
18.Deison, D. R., Hart, S. L., & Kahn, J. A. (1996). From chimneys to cross-functional teams: developing and validating a diagnostic model. Academy of Management Journal, 39, 1005-1023.
19.De Dreu, C. K. W., & Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: a meta-analysis. Journal of Applied Psychology, 88, 741-749.
20.Eisendardt, K. M., & Boureos, L. J. (1997). Conflict and strategic choice: how top management teams disagree. California Management Review, 39(2), 42-62.
21.Fay, D., & Frese, M. (2001). The concept of personal initiative: An overview of validity studies. Human Performance, 14(1), 97-124.
22.Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of marketing research, 39-50.
23.Frese, M., Fay, D., Hilburger, T. K., & Tang, A. (1997). The conception of personal initiative: Operationalization, reliability, and validity in two German samples. Journal of Occupational and Organizational Psychology, 70, 139-161.
24.Giebels, E., & Janssen, O. (2005). Conflict stress and reduce well-being at work: the buffering effect of third-party help. European Journal of Work and Organizational Psychology, 14(2), 137-155.
25.Guetzkow, H., & Gyr, J. (1954). An analysis of conflict in decision-making groups. Human Relations, 7, 367-381.
26.Hartog, D. N., & Belschak, F. D. (2007). Personal initiative, commitment and affect at work. Journal of Occupational and Organizational Psychology, 80(4), 601-622.
27.Hobman, E. V., Bordia, P., Ilmer, B., & Chang, A. (2003) the expression of conflict in computer-mediated and face-to-face groups. Small Group Research, 33, 439-466.
28.Ireland, R. D., Hitt, M. A., & Vaidyanath, D. (2002). Alliance management as a source of competitive advantage. Journal of Management, 28, 413-446.
29.Janis, I. L. (1989). Crucial decision: leadership in policymaking and crisis management. New York: The Free Press.
30.James, L. R., Demaree, R. G., & Wolf, G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69, 85-98.
31.Jehn, K. A. (1995). A multimethod examination of the benefits destriments of intergroup conflict. Administrative Science Quarterly, 40, 256-283.
32.Jehn, K. A. (1997). A qualitative analysis of conflict types and dimensions in organizational groups. Administrative Science Quarterly, 42, 530-558.
33.Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44, 238-251.
34.Jehn, K. A., Northcraft, G. B., & Neale, M. A. (1999). Why differences make difference: A field study of diversity, conflict, and performance in groups. Administrative Science Quarterly, 44, 238-251.
35. Kozlowski, S. W. J., & Hults, B. M. (1987). An exploration of climates for technical updating and performance. Personnel Psychology, 40, 539-562.
36.Karambayya, R., Brett, J. M. (1989). Managers handling disputes: third-party roles and perceptions of fairness. Academy of Management Journal, 32, 687-704.
37.Karambayya, R., Brett, J. M., & Lytle, A. (1992). Effects of formal authority and experience on third-party roles, outcomes, and perceptions of fairness. Academy of Management Journal, 35, 426-438.
38.Kozan, M. K., & Ilter, S. S. (1994). Third party roles played by Turkish Managers in subordinates’ conflicts. Journal of Organizational Behavior, 15(5), 453-466.
39.Mintzberg, H. (1973). The nature of managerial work. New York: Harper & Row.
40.Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: do fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76, 845-855.
41.Nunnally, J. C. (1978). Psychometric Theory. New York, NY: McGraw-Hill.
42.Ohly, S., Sonnentag, S., & Pluntke, F. (2006). Reutilization, work characteristics and their relationships with creative and proactive behaviors. Journal of organizational behavior, 27(3), 257-279.
43.Pelled, L. H., Eisenhardt, K. M., & Xin, K. R. (1999). Exploring the black box: an analysis of work group diversity, conflict, and performance. Administrative Science Quarterly, 44, 1-28.
44.Pondy, L. R. (1967). Organizational conflict: concepts and models. Administrative Science Quarterly, 12, 296-320.
45.Putman, L. L. (1994). Productive conflict: Negotiation as implicit coordination. International Journal of Conflict Management, 5, 285-299.
46.Putman, L. L., & Poole, M. S. (1987). Conflict and negotiation. In F. M. Jablin, L. L. Putman, K. H. Robert, & L. W. Proter (Eds). Handbook of Organizational Communication: An Interdisciplinary Perspective (pp. 549-599). CA, Sage: Newbury Park.
47.Robbins, S. P. (1998). Organizational behavior (8th Ed). Englewood Cliffs. NJ: Pretice-Hall.
48.Roseman, I. J., Wiest, C., & Swartz, T. S. (1994). Phenomenology, behaviors, and goal differentiate discrete emotions. Journal of Personality and Social Psychology, 67, 206-221.
49.Ryu, S., Ho, S. H., & Han, I. (2003). Knowledge sharing behavior of physicians in hospital. Expert System with applications, 25, 113-122.
50. Sawhney, M., & Prandeli, E. (2000). Beyond Customer Knowledge Management: Customers as Knowledge Co-Creators. Knowledge Management and Virtual Organizations, Idea Group Publishing.
51.Sheppard, B. H. (1984). Third party interventions: A procedural framework. Un B. Ttaw, & L. Cummings. (Eds). Research in organization behavior, 114-137. Greenwich, CT: JAI Press.
52.Sheppard, B. H., Lewicki, R. J., & Minton, J. W. (1992). Organizational justice. New York: The Free Press.
53. Simon, T., & Peterson, R. (2000). Task conflict and relationship conflict in top management teams: the pivotal role of intergroup trust. Journal of Applied Psychology, 85, 102-111.
54.Thomas, K. W., & Schmidt, W. H. (1976). A survey of managerial interacts with respect to conflict. Academy of Management Journal, 19, 1089-1102.
55.Tjosvold, D. (1986). Constructive controversy: a key strategy for groups. Personnel, 63, 39-44.
56.Van Der Vert, G. S., & Bunderson, J. S. (2005). Learning and performance in multidisciplinary teams: the importance of collective team identification. Academy of Management Journal, 48, 532-547.
57.Wageman, R. (1995). Inter dependence and group effectiveness. Administrative Science Quarterly, 40, 145-180.
58.Wall, J. A., & Callister, R. R. (1995). Conflict and its management. Journal of Management, 21, 515-558.
59.Weber, M. (1964). The urban place and nonplace urban realm? In Webber, M. et al (Ed.) Explorations into Urban Stucture (pp. 70-153). Pheladelphia: University of Pennsylvania.
60.Zollo, M., Reuer, J. J., & Singh, H. (2002). Post-formation dynamics in strategic alliances. Strategic Management Journal, 23(2), 135-151.