The Influence of Task Conflict on Perceived Risk and Organizational Performance Study: An Example of Electronic Industry Sales in Taiwan

• Main Authors: Li-Chia Lai, 賴力加
• Other Authors: Lieh-Ching Chang
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/2r6nr7

碩士 === 玄奘大學 === 企業管理學系碩士在職專班 === 102 === This study aimed to examine the effects of task conflict on perceived risk and organizational performance by first exploring the existing correlation between task conflict, perceived risk, and organizational performance, and subsequently the mediating effects of the perceived risk as a mediator on task conflict and organizational performance. The research approach adopted in this study includes a questionnaire conducted on sales in the electronics industry of both Taiwan and offshore businesses. In total 280 questionnaires issued, 271 were returned, and 266 valid, resulting in an overall return rate of 95%. The questionnaire comprised questions regarding the three sections of “task conflict”, “perceived risk” and “organizational performance”. Data were analyzed using descriptive statistics, reliability analysis, factor analysis, correlation analysis, and regression analysis. The conclusions are summarized as follows: 1.Task conflict and organizational performance yielded a significant negative correlation. 2.Task conflict and perceived risk, particularly the “social risk”, “time risk”, and “health risk”, yielded a significant positive correlation. 3.“Time risk”, “health risk” and organizational performance yielded a significant negative correlation, while “overall risk”, “social risk”,“performance risk”, “psychological risk” and organizational performance yielded a significant positive correlation, with “psychological risk” being the major factor in affecting the organizational performance. 4.Perceived risk did not serve any mediating effect between task conflict and organizational performance.