近年來企業對於促進組織內不同功能部門的合作非常重視，由不同專業領域背景所組成的跨功能團隊，團隊成員因彼此的合作需求而進行頻繁的溝通和互相支援。良好的團隊效能有賴於團隊成員進行有效地溝通等互動行為。然而，跨功能團隊成員在立場與做法上的差異，這些多元化使得團隊更有彈性，但也因不同功能部門的本位主義或慣有的行為模式造成溝通上的問題。因此，本研究根據Larson與Frank(1989)所提出的團隊類型為理論基礎，透過質性訪談法來了解跨功能團隊在運作過程中的問題或不足之處，針對促進跨功能團隊運作效能提出本研究之結論與建議。

本研究以跨功能團隊成員之互賴程度、團隊任務之創新需求、以及組織支持為面向，歸納整理出跨功能團隊在運作效能方面之管理意涵。本研究之結論為，跨功能團隊在一般情況下，「團隊運作之自治程度」和「團隊任務之明確性」皆可經由組織加以協調而改善團隊之運作效能，而「團隊成員之間的信任關係」則是增進跨功能團隊溝通和協調的重要因素，亦是團隊得以順利運作的重要基礎。

企業文化與團隊領導者亦會影響團隊成員之溝通情形，因此必須塑造自由開放且互相尊重的溝通環境。而組織應賦予團隊成員充分的職權，使成員在進行跨部門溝通時，能夠發揮相當的影響力。此外，團隊領導者身為引導、促進、協調跨部門合作的重要角色，發揮帶動團隊士氣、提供決策支援、激勵團隊達成團隊目標等重要功能。必要時，團隊領導者應善用其協調能力來凝聚團隊的向心力，促進各功能成員達成共識。

In these years, corporations have valued the cooperation among departments in their organizations. Team members from cross-functional teams composed of different functional areas have frequent communication due to the need for cooperation and support by each other. A well-performed team relies on effective communication and such interactive behavior between team members. These team members come from different departments or functions, which results in the variations in team members’ standpoint and ways of doing things, but these make the teams more flexible and diversified. On the other hand, each department’s sectionalism and patterns of behavior by usual practices cause the cross-functional teams’ barrier of communication. Thus, this study applies the concept about the classification of teams raised by Larson & Frank (1989), and to study the issue of teamwork effectiveness of cross-functional teams through the qualitative interview method, and further to bring up conclusion and suggestion towards cross-functional teamwork.

This study considers the inter-dependence between cross-functional team members, need for innovation of team’s task, and organizational support as three dimensions to generalize the managerial implications in the respect of the performance of teamwork. In sum, under general conditions, “the autonomy of teamwork” and “the clarity of team’s task” both could be coordinated to improve the performance of teamwork, however , “the trust among team members” is both a necessary factor and basis to facilitate the communication and coordination in cross-functional teams and on which teams could work smoothly.

Corporate culture and team leader would also influence communication among team members, therefore organization should build a free, open, and respectful communication environment. In addition, organization should empower team members with enough authority which helps team members exert their influence while communicating with other department. Besides, as a vital role of guiding, facilitating, and coordinating cross-department cooperation, the team leader boosts team’s morale, provides decision-making support, and motivate team members to achieve team’s goal. If necessary, team leaders should make good use of their ability of coordination to raise team members’ coherence to their team, and further to help team members to reach an agreement.

第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 3
第三節 研究問題與目的 4
第四節 研究流程 5

第二章 文獻探討 6
第一節 團隊相關理論與議題研究 6
第二節 團隊與團隊運作 11
第三節 跨部門合作與團隊溝通 21

第三章 研究方法 30
第一節 個案研究法 30
第二節 個案公司簡介 34
第三節 研究架構 38

第四章 個案分析與探討 39
第一節 團隊運作與跨部門合作之情形39
第二節 團隊領導 61
第三節 團隊表現 70
第四節 團隊績效考核 75
第五節 小結 77

第五章 結論與建議 91
第一節 結論 91
第二節 研究限制 96
第三節 建議 97

參考文獻 100
附錄：訪談說明與訪談大綱 111

一、中文部分
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譚地洲、張海生(2006)，打造高獲利團隊的20個技巧，華立文化。


二、英文部分
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