| Summary: | 碩士 === 國立中央大學 === 人力資源管理研究所 === 98 === The development of knowledge-based economy and the globalization of the world economy made it important forcorporations to improve their competitiveness by
building up their corporate core competency. However, competitiveness to a large extent comes from knowledge workers. Therefore, how to retain knowledge workers becomes a critical element for maintaining competitiveness and the success of a corporation. How to retain productive knowledge workers? Opportunities to participate and to
involve in organization’s decision making process and identifying themselves with their own organization are important elements.
Following social capital theory and social commitment theory, in this study we divide type teams into formal teams and informal teams. The objective of this study is
to address the following questions: Is there a close relationship between types of teams and organizational commitment? If so, what are the factors affecting these relationships? In this study we treat trust and autonomy as mediators of the relationship between types
of teams and organizational commitment.
We use X company as a case study by sending out questionnaires to 807 engineers and with a return rate of 33%. After analyzing the returned questionnaires we found the following results: Members of informal teams on average have a higher degree of trust, autonomy, and emotional commitment than who work in formal teams. And the sense of trust and autonomy play the role of mediator to the relationship between types of teams and emotional commitment. These findings suggest that corporations are able to raise knowledge workers’ coordination and emotional commitment via the forming of informal teams, and thus increase the retention rate of knowledge workers
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