過去探討團隊情感氛圍的研究，大多聚焦於正向團隊情感氛圍與團隊創新的影響，但亦有學者提出在某些情況下，負向團隊情感氛圍能促進團隊創新(Collins, Lawrence, Troth, & Jordan, 2013; George & King, 2007)。既然研發團隊成員常因急迫的時間與專案壓力而感受到負向團隊情感氛圍，探討「在何種狀況下」能將此負向的氛圍轉化為團隊創新的助力，應有助於團隊應對迅速變化的環境。
本研究以創新文獻中的「痛苦-相關創新模式」(Distress-Related Innovation Model; Anderson, DeDreu, & Nijstad, 2004以及「人格特質-情境交互作用」(Person-Context Interaction; Amabile, 1996)的觀點做為理論基礎，並探討：(1) 若組織提供了充份的創新獎酬時，負向團隊情感氛圍可否提升團隊創新；(2) 當各團隊在促進型焦點程度不同時，是否會強化、或是減弱創新獎酬對負向團隊情感氛圍與團隊創新關係的干擾效果。
本研究進行兩個研究，以回答前述的研究問題。首先，在研究一，本研究以107個研發團隊，共491位團隊成員做為樣本，且由團隊主管評估團隊創新資料。其結果發現，若創新獎酬程度高時，負向團隊情感氛圍有助於提升團隊創新、但創新獎酬程度低時，負向團隊情感氛圍則會降低團隊創新。其次，在研究二中，本研究則以48個研發團隊與246位團隊成員為另一組樣本，除了一樣請團隊主管評估創新資料外，更在多個時間點進行資料收集，以避免共同方法變異問題。研究二的結果除了再次驗證了研究一的發現外，更進一步指出：對於低度促進型焦點的團隊而言，創新獎酬更能強化負向團隊情感氛圍與團隊創新的正向關係；而對於高度促進型焦點的團隊而言，其負向團隊情感氛圍與團隊創新的關係則較不受創新獎酬影響。

Past studies have mainly focused on the relationship between positive group affective tone and team innovation. However, some researchers proposed that negative group affective tone (NGAT) might be beneficial for team innovation under some situations (George & King, 2007). Base on the Distress-Relate Innovation Model and the person-context interaction perspective of the creativity, the present study explores: (1) whether innovation rewards moderate the relationship between NGAT and team innovation; and (2) whether team promotion-focus strengthen or attenuate the moderating effect of innovation rewards on the NGAT-team innovation relationship.
In the current paper, two studies were conducted to test the proposed hypotheses. In Study 1, the data was collected from 107 research and development (R&D) teams with 491 team members and from multiple sources. The results showed that NGAT was positively related to team innovation when innovation rewards are high. However, this relationship becomes negative when innovation rewards are low. In Study 2, another independent sample was composed of 48 R&D teams with 246 team members. The data was collected from multiple sources and multiple time points to avoid the common method variance problem. The Study 2 results not only replicated the findings obtained from the Study 1, but also highlighted the importance of team promotion-focus: (1) for low promotion-focus teams, the moderating effects of innovation rewards on the NGAT-team innovation were stronger; (2) for high promotion-focus teams, the relationship between NGAT and team innovation was less likely to be moderated by innovation rewards.

謝 誌 iii
中文摘要 iv
英文摘要 v
目 錄 vi
圖 目 錄 viii
表 目 錄 viii
第一章 緒論 1
第二章 文獻探討 5
第一節 負向團隊情感氛圍與團隊創新：痛苦-相關創新模式的觀點 5
第二節 創新獎酬對於負向團隊情感氛圍與團隊創新的干擾效果 7
第三章 研究一之研究方法與結果 9
第一節 研究架構 9
第二節 研究樣本與施測程序 9
第三節 研究工具與信效度證據 10
第四節 團隊資料整合 12
第五節 資料分析方法 13
第六節 敘述性統計和變數間相關分析 13
第七節 創新獎酬對於負向團隊情感氛圍與團隊創新的干擾效果 13
第八節 研究一之討論 15
第四章 研究二之文獻探討 16
第五章 研究二之研究方法與結果 19
第一節 研究架構 19
第二節 研究樣本與施測程序 19
第三節 研究工具與信效度證據 21
第四節 團隊資料整合 23
第五節 資料分析方法 23
第六節 敘述性統計和變數間相關分析 23
第七節 創新獎酬對於負向團隊情感氛圍與團隊創新的干擾效果 24
第八節 負向團隊情感氛圍與團隊創新：團隊促進型焦點與創新獎酬之三階交互作用 26
第六章 討論與建議 29
第一節 研究發現與理論意涵 29
第二節 管理意涵 31
第三節 研究限制與未來研究建議 33
參考文獻 35
附錄一 研究一之團隊主管問卷
附錄二 研究一之團隊成員問卷
附錄三 研究二之團隊主管問卷
附錄四 研究二之團隊成員問卷

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