現今企業競爭日漸激烈，公司企業以專案團隊來完成組織所交付任務已是不可避免的趨勢，因此，團隊成員的協同合作意願在專案團隊裏顯得非常重要，但另一方面，團隊成員因執行任務所產生的情緒耗竭是影響任務成敗的關鍵原因之一。尤其專案團隊通常是短期且臨時性性質，團隊成員容易發生一般工作職場上的角色等問題，再加上資訊科技發達，組織團隊採用資訊科技設備裝置來提高成員們的工作效率，造成團隊成員的科技壓力。因此，如何解決團隊成員在一般工作環境及資訊科技環境產生的工作要求及工作資源，來提升團隊成員的協同合作意願及降低情緒耗竭的現象，本研究採用JD-R模式為基礎理論架構，來探討工作要求與工作資源之間的適配程度。尤其如何在個人及組織眾多資源內，團隊成員能真正獲得所需之工作資源，來對應其該項之工作要求，針對此點，研究者了解到適配的重要性，並期望工作要求與工作資源之間的適配效果能提高團隊成員協同合作意願，以及降低情緒耗竭的現象。綜觀過去文獻鮮少從工作要求與工作資源的適配觀點來探討團隊成員心理及組織行為的影響，因此本研究期待補足部分JD-R理論缺口。

本研究除驗證JD-R模式以外，藉由JD-R模式加以探究工作要求與工作資源之間的適配效果，探討非IT環境的工作要求-資源適配的「管理適配」以及IT環境的工作要求-資源適配的「資訊科技適配」，此兩項適配對於團隊成員的協同合作意願及情緒耗竭的直接影響，並且進一步探討LMX及TMX所扮演的調節效果。本研究針對台灣中小型企業及上市櫃公司的從業人員進行問卷調查，共計168份有效樣本，採用SPSS與SEM-PL統計工具來驗證各項假說。本研究實證結果證明，資訊科技適配對團隊成員的協同合作意願有直接顯著效果，而管理適配對於團隊成員的情緒耗竭具顯著影響，另外，高程度的LMX及TMX對團隊成員的管理適配與協同合作意願之間具有明顯的調節作用。

因此，本研究建議企業組織加強團隊成員資訊科技方面的應用、溝通與支援，必能提高團隊成員意願進而合作愉快達成預期目標。另外，建議企業組織應善用管理手段來解決團隊成員工作角色問題，才能有效降低情緒耗竭現象。最後，藉由團隊領導者與團隊成員的同儕人際關係的有效管理，如領導者的傾聽及同儕關係良好互動，亦能確實提高團隊成員的協同合作意願。

Nowadays, the competition of enterprises is becoming more and more competitive. It is an inevitable trend for the organization to complete the tasks assigned by the project team. Therefore, the willingness of team members to collaborate is very important in the project team. On the other hand, the team members’ emotional exhaustion is one of the crucial factors of task success. In particular, the project team usually establish in short-term and temporary that the team members are easily subject to wok-role problems in the general workplace, and plus, the wide information technology adaptions in the organization caused team members’ technostress issues. Therefore, how to solve the job demands of team members in the general workplace and IT workplace problems to enhance team members' willingness of collaboration and emotional exhaustion mitigation, our study uses JD-R model as the basic theoretical framework to explore the fit effect between job demands and job resources of team members and furthermore, we focused on team members get subjective perspective job resources to meet or satisfy the job demands needed. In this regard, our study understands the importance of fit effects between job demands and job resources that effectively improving the willingness of collaboration and emotional exhaustion mitigation. At past literatures, we found it is rare discussions about JD-R fit to the people’s psychology and organizational behavior researches so we expect to fill the gaps of JD-R theory.
In addition to validating the JD-R model, this study explores the fit effects of job demands and job resources through the JD-R model, furthermore we derive two fit dimensions, one is “Management fit” means JD-R occurs in the regular workplace, the other one is “Information Technolgy fit” means JD-R occurs in the Information Technolgy workplace. The questionnaire survey conducted for the practitioners in Taiwan's small and medium-sized enterprises and listed companies and we used a statistical software SPSS and SEM-PLS to analyze total 276 valid samples. The empirical results of this study proved that “Information Technolgy fit” has a significant direct effect to team members' willingness of collaboration, and “Management fit” also has a direct significant effect to emotional exhaustion, furthermore, we also proved the high level of LMX and TMX both has moderate effect to the between team members' management fit and willingness of collaboration.
At last, we suggest that company or organizations should strengthen the IT applications, communications, and supports to the team members that will boost their collaboration willingness with the teammates so as to achieve project goals successfully. In addition, we also recommend that organizations take care of the team member’s job role issues via management approaches in order to effectively reduce the emotional exhaustion of team members. Finally, organizations should go through management skills to manage the team leader and peer relationships, such as the leader's listening and good peers friendship which also the way to lifting the team members' willingness of collaboration.

第一章 緒論 1
第一節 研究背景 1
1.1.1 團隊專案之協同合作 1
1.1.2 台灣受雇者工作現況與問題 1
1.1.3 協同合作意願與情緒耗竭之工作要求與工作資源 3
第二節 研究動機 3
第三節 研究目的 5
第四節 研究對象與範疇 7
第五節 研究流程 8
第二章 文獻探討 11
第一節 團隊的定義 11
2.1.1 團隊發展階段 11
2.1.2 團隊紀律與績效 13
第二節 協同合作意願 14
2.2.1 協同合作之特徵 15
2.2.2 協同合作意願之重要性 17
第三節 工作壓力、情緒耗竭與工作倦怠 18
第四節 工作要求-資源模式 21
2.4.1 職場環境之工作要求 22
2.4.2 職場環境之工作資源 27
第五節 權變理論 31
2.5.1 適配之涵義 32
2.5.2 適配之模型 34
第六節 工作要求-資源適配 35
2.6.1 管理適配 36
2.6.2 資訊科技適配 36
第七節 交換關係 37
2.6.1 社會交換理論 37
2.6.2 領導者與成員交換關係 38
2.6.3 團隊成員間交換關係 40
第三章 研究方法 41
第一節 研究模式 41
第二節 研究假說 43
3.2.1直接效果之假設推論 43
3.2.2調節效果之假設推論 44
第三節 變項操作型定義與衡量 47
3.3.1 協同合作意願 47
3.3.2 情緒耗竭 48
3.3.3 工作要求-資源適配/管理適配/資訊科技適配 48
3.3.4 工作要求 50
3.3.5 工作資源 51
3.3.6 領導者與成員交換關係 53
3.3.7 團隊成員間交換關係 53
3.3.8 控制變項 54
第四節 資料收集與問卷設計 55
第四章 資料分析 57
第一節 資料蒐集程序 57
第二節 敘述性統計分析 60
4.2.1 樣本基本資料 60
4.2.2 研究變項 63
第三節 樣本穩定性分析 64
4.3.1 無回應偏差分析 65
4.3.2 共同方法變異 66
第四節 信效度分析 67
4.4.1 結構方程模式 68
4.4.2 偏最小平方法 68
4.4.3 建構效度 70
4.4.4 信度分析 83
第五節 結構模式與假說檢定 86
4.5.1 H1及H2之直接效果檢測 87
4.5.2 H3、H4、H5及H6之調節效果檢測 89
4.5.3 假說檢定結果 96
第五章 結論與建議 97
第一節 研究結果 97
第二節 研究貢獻 99
5.2.1 理論意涵 99
5.2.2 管理意涵 100
第三節 研究限制 101
第四節 未來研究方向 102

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團隊合作 (2017，12月2日)。維基百科，自由的百科全書。摘錄於2018年10月26日，https://zh.wikipedia.org/wiki/%E5%9C%98%E9%9A%8A%E5%90%88%E4%BD%9C