臺灣人文及社會科學引文索引資料庫系統

:::

詳目顯示

回上一頁
第 1 筆 / 總合 1 筆   第一頁 上一頁 下一頁 最後一頁
/1頁
題名：探討控制機制和團隊調節焦點在資訊系統開發專案之角色
作者：洪郁雯 引用關係
作者(外文)：Yu-Wen Hung
校院名稱：國立中山大學
系所名稱：資訊管理學系研究所
指導教授：徐士傑
學位類別：博士
出版日期：2017
主題關鍵詞：團隊調節焦點；調節焦點理論；控制理論；資訊系統專案；調節適配；Information Systems (IS) project；Regulatory focus theory；Collective regulatory focus；Regulatory fit；Control theory
原始連結：連回原系統網址new window
相關次數：
  • 被引用次數被引用次數:期刊(0) 博士論文(0) 專書(0) 專書論文(0)
  • 排除自我引用排除自我引用:0
  • 共同引用共同引用:0
  • 點閱點閱:13
如何有效控制資訊系統專案是資管領域的主要研究議題之一。控制的執行在於監督或規範專案團隊成員的行為，確保專案能按計劃的時程與預算來完成。過去控制理論的相關研究大多在探討在專案中不同階段要採用哪種控制或是不同的控制組合隊於專案團隊績效的影響。但是並沒有討論控制的採用是否要依據團隊的特性來執行。
調節焦點理論將個體區分為預防型和促進行焦點兩種，預防型焦點以確保安全、責任和義務為主要目標，促進型焦點則以達成成就、抱負、理想和希望為主要目標。本研究調節焦點應用於團隊層級，稱之為「團隊調節焦點」。本研究結合控制理論和調節焦點理論提出研究模型，來探討1) 哪種控制模式(正式控制和非正式控制)惠促發哪種團隊調節焦點？2)不同類型的團隊調節焦點(預防型和促進型)對於團隊績效的影響？ 3) 專案績效的表現是否取決於任務的特性(不確定性和相互依賴性)與團隊調節焦點之間的調節適配?
本研究採用問卷法蒐集樣本資料，主要研究對象為資訊系統專案團隊，蒐集97個資訊專案團隊，共包含97位專案經理和370位團隊成員樣本進行分析。研究結果顯示，在正式控制的部分，規格和正向回饋會負向影響團隊預防型焦點，在非正式控制部分，自我控制和群體控制會正向影響團隊促進型焦點。團隊預防型焦點隊於專案績效表現有負向的影響。在調節效果方面，任務的不確定性越高以及任務的相互依賴性越低會強化團隊預防型焦點隊於專案績效表現的負向影響。本研究之研究結果將可提供組織進行專案團隊管理及任務分派作為參考之依據。
Control is one major stream in information systems (IS) studies. In organization context, control is a process that controllers specify performance goal, evaluate controllee’s current performance, and cause improvement when a gap between predefined and measured performance is observed. Different types of control mechanisms may be exercised to assure IS project teams can achieve the predefined goal within expected budget and schedule. However, past studies largely ignore the characteristics of the team. This study attempts to study 1) which control mode (formal control and informal control) can induce a particular collective regulatory focus for an IS project team? 2) how different types of collective regulatory foci (prevention focused vs. promotion focused team) affect the IS project team performance? 3) is it contingent on a fit between types of task characteristic (task uncertainty and task interdependence) and types of collective regulatory foci?
In order to answer the research questions, a research model, integrating organization control and collective regulatory focus, is built to explain IS project performance. The model and relationship are tested and validated by using data collected from 97 are project teams which include 97 project leaders and 370 team members. The results show that collective prevention focus has significant negative relationship with specification and positive feedback, but collective promotion focus has significant positive relationship with self-control and clan control. Moreover, collective prevention focus has a negative effect on project performance. Of moderating effect, a collective prevention focus team may have lower project performance, especially when the task uncertainty is high and task interdependence is low. Academic and practical implications are discussed.
Anderson, J. C. & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411.
Ashford, S. J. & Tsui, A. S. (1991). Self-regulation for managerial effectiveness: The role of active feedback seeking. Academy of Management Journal, 34(2), 251-280.
Bagozzi, R. P., Yi, Y., & Phillips, L. W. (1991). Assessing construct validity in organizational research. Administrative Science Quarterly, 421-458.
Beaton, D. E., Bombardier, C., Guillemin, F., & Ferraz, M. B. (2000). Guidelines for the process of cross-cultural adaptation of self-report measures. Spine, 25(24), 3186-3191.
Beersma, B., Homan, A. C., Van Kleef, G., & De Dreu, C. K. W. (2013). Outcome interdependence shapes the effects of prevention focus on team process and performance. Organization Behavior and Human Decision Processes, 121(2), 194-203.
Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.
Brockner, J. & Higgins, E. T. (2001). Regulatory focus theory: Implications for the study of emotions at work. Organizational Behavior and Human Decision Processes, 86(1), 35-66.
Cardinal, L. B. (2001). Technological innovation in the pharmaceutical industry: the use of organizational control in managing research and development. Organization Science, 12(1), 19-36.
Cardinal, L. B., Sitkin, S. B., & Long, C. P. (2004). Balancing and rebalancing in the creation and evaolution of organizational control. Organization Science, 15(4), 411-431.
Carte, T. A. & Russell, C. J. (2003). In pursuit of moderation: Nine common errors and their solutions. MIS Quarterly, 479-501.
Carver, C. S. & Scheier, M. F. (1998). On the self-regulation of behavior. New York: Cambridge University Press.
Chen, G. & Kanfer, R. (2006). Toward a systems theory of motivated behavior in work teams. Research in organizational behavior, 27(223-267.
Chin, W. W. (1998). The partial least squares approach for structural equation modelling, In G. A. Marcoulides (Ed.), The Partial Least Squares Approach for Structural Equation Modelling (295-336). Mahwah, NJ: Lawrence Erlbaum Associates.
Chin, W. W., Marcolin, B. L., & Newsted, P. R. (2003). A partial least squares latent variable modeling approach for measuring interaction effects: Results from a Monte Carlo simulation study and an electronic-mail emotion/adoption study. Information Systems Research, 14(2), 189-217.
Choudhury, V. & Sabherwal, R. (2003). Portfolio of control in outsourced software development project. Information Systems Research, 14(3), 291-314.
Diamantopoulos, A. & Winklhofer, H. M. (2001). Index construction with formative indicators: An alternative to scale development. Journal of Marketing Research, 38(2), 269-277.
Eisenhardt, K. M. (1985). Control: Organizational and economic approaches. Management Science, 31(2), 134-149.
Eisenhardt, K. M. (1989). Agency theory: An assessment and review. Academy of Management Review, 14(1), 57-74.
Förster, J., Higgins, E. T., & Bianco, A. T. (2003). Speed/accuracy decisions in task performance: Built-in trade-off or separate strategic concerns? Organizational Behavior & Human Decision Processes, 90(1), 148-164.
Faddegon, K., Ellemers, N., & Scheepers, D. (2009). Eager to be the best, or vigilant not to be the worst: The emergence of regulatory focus in disjunctive and conjunctive group tasks. Group Processes & Intergroup Relations, 12(5), 653-671.
Faddegon, K., Scheepers, D., & Ellemers, N. (2008). If we have the will, there will be a way: Regulatory focus as a group identity. European Journal of Social Psychology, 38(5), 880-895.
Florack, A. & Hartmann, J. (2007). Regulatory focus and investment decisions in small groups. Journal of Experimental Social Psychology, 43(4), 626-632.
Green, S. G. & Welsh, M. A. (1988). Cybernetics and dependence: Reframing the control concept. Academy of Management Review, 13(2), 287-301.
Gregory, R. W., Beck, R., & Keil, M. (2013). Control Balancing in Information Systems Development Offshoring Projects. MIS Quarterly, 37(4), 1211-1232.
Hair, J. F., Sarstedt, M., Ringle, C. M., & Mena, J. A. (2012). An assessment of the use of partial least squares structural equation modeling in marketing research. Journal of the Academy of Marketing Science, 40(3), 414-433.
Henderson, J. C. & Lee, S. (1992). Managing I/S design teams: A control theories perspective. Management Science, 38(6), 757-777.
Higgins, E. T. (1997). Beyond pleasure and pain. American Psychologist, 52(12), 1280-1300.
Higgins, E. T. (2000). Making a good decision: Value from fit. American Psychologist, 55(11), 1217-1230.
Higgins, E. T. (2005). Value from regulatory fit. Current Directions in Psychological Science, 14(4), 209-213.
Higgins, E. T. (2006). Value from hedonic experience engagement. Psychological Review, 113(3), 439-460.
Higgins, E. T. (Ed.). (1998). Promotion and prevention: Regulatory focus as a motivational principle. (30). New York: Academic Press.
Higgins, E. T., Cesario, J., Hagiwara, N., Spiegel, S., & Pittman, T. (2010). Increasing or decreasing interest in activities: The role of regulatory fit. Journal of Personality and Social Psychology, 98(559-572.
Higgins, E. T. & Freitas, A. L. (Eds.). (2007). Regulatory fit: Its nature and consequences”. In Perspectives on organizational fit. Mahwah, NJ: Erlbaum.
Higgins, E. T., Friedman, R. S., Harlow, R. E., Idson, L. C., Ayduk, O. N., & Taylor, A. (2001). Achievement orientations from subjective histories of success: Promotion pride versus prevention pride. European Journal of Social Psychology, 31(1), 3-23.
Higgins, E. T., Idson, L. C., Freitas, A. L., Spiegel, S., & Molden, D. C. (2003). Transfer of value from fit. Journal of Personality and Social Psychology, 84(6), 1140-1153.
Hofmann, D. A. & Jones, L. M. (2005). Leadership, collective personality, and performance. Journal of Applied Psychology, 90(3), 509.
Hsu, J. S., Hung, Y. W., Chen, Y. H., & Huang, H. H. (2013). Antecedents and consequences of user coproduction in information system development projects. Project management journal, 44(2), 67-87.
Hulland, J. (1999). Use of partial least squares (PLS) in strategic management research: A review of four recent studies. Strategic Management Journal, 195-204.
Im, G. & Rai, A. (2008). Knowledge sharing ambidexterity in long-term interorganizational relationships. Management Science, 54(7), 1281-1296.
James, L. R., Demaree, R. G., & Wolf, G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69(1), 85-98.
Jaworski, B. J. (1988). Toward a theory of marketing control: environmental context, control types, and consequences. The Journal of Marketing, 23-39.
Johnson, P. D., Shull, A., & Wallace, J. C. (2011). Regulatory focus as a mediator in goal orientation and performance relationships. Journal of Organizational Behavior, 32(5), 751-766.
Johnson, P. D., Smith, M. B., Wallace, J. C., Hill, A. D., & Baron, R. A. (2015). A review of multilevel regulatory focus in organizations. Journal of Management, 41(5), 1501-1527.
Johnson, P. D. & Wallace, C. (2011). Increasing individual and team performance in an organizational setting through the situational adaptation of regulatory focus. Consulting Psychology Journal: Practice and Research, 63(3), 190-201.
Kark, R. & Van Dijk, D. (2007). Motivation to lead, motivation to follow: The role of the self-regulatory focus in leadership processes. Academy of Management Review, 32(2), 500-528.
Keil, M., Rai, A., & Liu, S. (2013). How user risk and requirements risk moderate the effects of formal and informal control on the process performance of IT projects. European Journal of Information Systems, 22(6), 650-672.
Kirsch, L. J. (1996). The management of complex tasks in organizations: Controlling the sytsem development process. Organization Science, 7(1), 1-21.
Kirsch, L. J. (1997). Portfolios of control modes and IS project management. Information Systems Research, 8(3), 215-239.
Kirsch, L. J. (2004). Deploying common system globally: The dynamics of contorl. Information Systems Research, 15(4), 374-395.
Kirsch, L. J., Sambamurthy, V., Ko, D., & Purvis, R. L. (2002). Controlling information systems development projects: The view from the client. Management Science, 48(4), 484-498.
Klein, G., Beranek, P., Martz, B., & Jiang, J. (2006). The relationship of control and learning to project performance. Cybernetics and Systems: An International Journal, 37(2-3), 137-150.
Klein, R. & Rai, A. (2009). Interfirm strategic information flows in logistics supply chain relationships. MIS Quarterly, 735-762.
Kozlowski, S. W. & Klein, K. J. (2000). A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes.
Lanaj, K., Chang, C.-H., & Johnson, R. E. (2012). Regulatory focus and work-related outcomes: A review and meta-analysis. Psychological Bulletin, 138(5), 998-1034.
LeBreton, J. M. & Senter, J. L. (2008). Answers to 20 questions about interrater reliability and interrater agreement. Organizational Research Methods, 11(4), 815-852.
Levine, J. M., Higgins, E. T., & Choi, H.-S. (2000). Development of strategic norms in groups. Organizational Behavior and Human Decision Processes, 82(1), 88-101.
Liu, J. Y.-C., Chen, H. H.-G., Jiang, J. J., & Klein, G. (2010). Task completion competency and project management performance: The influence of control and user contribution. International Journal of Project Management, 28(3), 220-227.
Lockwood, P., Jordan, C. H., & Kunda, Z. (2002). Motivation by positive or negative role models: Regulatory focus determines who will be best inspire us. Journal of Personality and Social Psychology, 83(4), 854-864.
Mähring, M. & Keil, M. (2008). Information technology project escalation: A process model. Decision Sciences, 39(2), 239-272.
Maruping, L. M., Venkatesh, V., & Agarwal, R. (2009). A control theory perspective on agile methodology use and changing user requirements. Information Systems Research, 20(3), 377-399.
Messick, S. (1995). Validity of psychological assessment: Validation of inferences from persons'' responses and performances as scientific inquiry into score meaning. American Psychologist, 50(9), 741.
Na, K.-S., Li, X., Simpson, J. T., & Kim, K.-Y. (2004). Uncertainty profile and software project performance: A cross-national comparison. Journal of Systems and Software, 70(1), 155-163.
Neubert, M. J., Kacmar, K. M., Carlson, D. S., & Chonko, L. B. (2008). Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior. Journal of Applied Psychology, 93(6), 1220-1233.
Ouchi, W. G. (1979). A conceptual framework for the design of organizational control mechanisms. Management Science, 25(9), 833-848.
Payne, S. C., Youngcourt, S. S., & Beaubien, J. M. (2007). A meta-analytic examination of the goal orientaiton nomological net. Journal of Applied Psychology, 92(128-150.
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903.
Rietzschel, E. F. (2011). Collective regulatory focus predicts specific aspects of team innovation. Group Processes & Intergroup Relations, 14(3), 337-345.
Rustagi, S., King, W. R., & Kirsch, L. J. (2008). Predictors of formal control usage in IT outsourcing partnerships. Information Systems Research, 19(2), 126-143.
Sassenberg, K. & Woltin, K.-A. (2008). Group-based self-regulation: The effects of regulatory focus. European Review of Social Psychology, 19(1), 126-164.
Seibt, B. & Förster, J. (2004). Stereotype threat and performance: How self-stereotypes influence processing by inducing regulatory foci. Journal of Personality and Social Psychology, 87(1), 38-56.
Sharma, R. & Yetton, P. (2003). The contingent effects of management support and task interdependence on successful information systems implementation. MIS Quarterly, 533-556.
Sharma, S., Durand, R. M., & Gur-Arie, O. (1981). Identification and analysis of moderator variables. Journal of Marketing Research, 291-300.
Shin, Y., Kim, M., Choi, J. N., & Lee, S.-H. (2015). Does team culture matter? Roles of team culture and collective regulatory focus in team task and creative performance. Group & Organiztion Management, 1-34.
Tiwana, A. (2008). Does technological modularity substitute for control? A study of alliance performance in software outsourcing. Strategic Management Journal, 29(7), 769-780.
Tiwana, A. (2010). Systems development ambidexterity: explaining the complementary and substitutive roles of formal and informal controls. Journal of Management Information Systems, 27(2), 87-126.
Tiwana, A. & Keil, M. (2009). Control in internal and outsourced software projects. Journal of Management Information Systems, 26(3), 9-44.
Van Dijk, D. & Kluger, A. N. (2011). Task type as a moderator of positive/negative feedback effects on motivation and performance: A regulatory focus perspective. Journal of Organizational Behavior, 32(8), 1084-1105.
Vaughn, L. A., Malik, J., Schwartz, S., Petkova, Z., & Trudeau, L. (2006). Regulatory fit as input for stop rules. Journal of Personality and Social Psychology, 91(4), 601-611.
Wageman, R. & Baker, G. (1997). Incentives and cooperation: The joint effects of task and reward interdependence on group performance. Journal of Organizational Behavior, 18(2), 139-158.
Wallace, C. & Chen, G. (2006). A Multilevel Integration of Personality, Climate, Self‐regulation, and Performance. Personnel Psychology, 59(3), 529-557.
Wallace, L., Keil, M., & Rai, A. (2004). Understanding software project risk: a cluster analysis. Information & Management, 42(1), 115-125.
 
 
 
 
第一頁 上一頁 下一頁 最後一頁 top
QR Code
QRCODE

臺灣人文及社會科學引文索引資料庫

目前上線人數：587（臺灣：584，外國：3） ／ 本年度總使用人次：1753550 ／ 訪客人次（自102年09月）：67549328
國家圖書館著作權聲明 Copyright © 2013 All rights reserved.
本館地址: 100201臺北市中山南路20號． 本館地圖及交通資訊．
總機：(02)23619132．最佳瀏覽解析度為1024x768以上