| Summary: | 碩士 === 國立中山大學 === 人力資源管理研究所 === 94 === The use of team has expanded dramatically in response to competitive challenges. In addition, academics have increasingly selected teams and team effectiveness as important areas for research in response to the increased use of teams in organizations (Cohen & Bailey, 1997). The influence of group was has manifested itself in many ways (Gusso & Dickson, 1996). Meanwhile, Moreover, a recent finding suggests that while cultural factors are important in the economic growth in the Far East (Hall & Xu, 1990), especially in organizations. Hofstede (1980) pointed out the difference of values between Chinese and American is obvious. Thus, most theories chiefly have been limited to the United States, where the vast majority of such studies were conducted (Erez & Earley, 1993). However, the process of globalization has created opportunities for transferring managerial techniques across cultures, and such attempts have not always been successful (Adler, 1986; England, 1983; Hofstede, 1980; Jaeger, 1983). Failures in transferring methods of human resource management across cultures suggest that culture acts as a moderator in the relationship between managerial techniques and employee behavior (Erez & Earley, 1993).
The purpose of the present study is to investigate the effects of team members’ identification in top management team that expose Chinese culture of “quanxi” on team performance. The work took an innovative perspective to investigate the invisibly managerial role in Chinese team. In order to develop the initial exploratory surveys, the work will integrate Chinese cultural influence within current work on teamwork of role identity theory, social identity theory, leadership and commitment in whole discussion.
On the basis of the study findings are congruent with role identity theory, and Chinese culture of “quanxi” affects on team members’ identity and commitment in Taiwanese top management team remarkably. In addition, perceived the leader’s expertise and interpersonal competency shows positive attitudes toward team members in terms of contribution to their commitment on team. The significant results propose the informal team exists in team leader’s recognition that is hided in formal team in organizational structure. At the same time, formal team members possess commitment on informal team unconscious. That is, the six propositions are built in such a way.
Proposition 1: The past existence of social “quanxi” in Chinese culture among team members influences their role identities and behaviors respond to other members in Taiwanese top management team.
Proposition 2: The past existence of social “quanxi” in Chinese culture contributes to the positive strength of team member’s commitment on team in Taiwanese top management team.
Proposition 3: The past existence of social “quanxi” in Chinese culture may inspire team member’s commitment on other members’ expectations in Taiwanese top management team.
Proposition 4: Team members perceived leader’s behavior and leadership may affect the relationship between team member’s identity and team member’s team commitment in Taiwanese top management team.
Proposition 5: The existence of informal team is hided in the formal team in organizational structure in Taiwanese top management team.
Proposition 6: The members in formal team commit on informal team unconsciously in Taiwanese top management team.
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