專案型組織的運作模式在臺灣企業日益普及，如何高效率執行專案及降低人員流動率一直是企業重視的議題，但專案型組織因其高變化及不確定的特性，專案成員往往會面臨許多挑戰，如工作安排和責任歸屬不明確、同時參與一個以上專案等，可能會導致員工產生角色模糊的情況，進而造成對組織的負向感受。本研究以資源保存理論的觀點，檢驗角色模糊是否會影響員工對組織的承諾，同時以角色的觀點出發，探討員工是否能透過自主性的角色塑造行為來改善角色模糊的情況。此外，本研究亦試圖結合社會認知理論，進一步檢驗自我效能較高的員工，是否會更願意為自己創造有利的環境以應對工作上的挑戰，因此透過角色塑造行為來降低角色模糊情況，進而提升對企業的組織承諾。本研究採用問卷調查法，收集183份來自臺灣專案型組織企業的員工資料作為研究樣本，並以兩個時間點收集資料以避免共同方法變異問題。分析方法則以SPSS進行信度分析、相關分析及階層迴歸分析，並使用Mplus進行驗證性因素分析，研究結果顯示，專案型組織成員如果有角色模糊的情況發生，的確會降低對組織的承諾，但他們能透過角色塑造來降低角色模糊。其次，本研究亦證實自我效能高的員工，自主進行角色塑造行為的意願更高，而其中角色塑造和角色模糊能完全中介自我效能與組織承諾的正向關係，這表示相較於自我效能來說，員工對角色的認知是影響組織承諾的更重要因素。因此，本研究的貢獻可幫助專案型組織更了解員工角色的重要性，同時也提出管理意涵，建議組織可透過合適的管理方式，有效改善專案型組織員工所面臨的角色模糊問題。

Project-based organizations (PBO) are becoming popular in Taiwan. However, since most PBOs have various uncertain characteristics, they often experience many challenges, such as employees encountering unclear work arrangements and responsibilities due to participating in more than one project at the same time. This study suggests that these job design characteristics may result in role ambiguity of employees and cause them to feel about the organization negatively. Therefore, to help PBOs to focus on how to execute projects efficiently and reduce turnover rates. The current study draws on the conservation of resources theory to examine whether role ambiguity affects employees' organizational commitment and explores whether employees can improve role ambiguity through autonomous role crafting behavior. In addition, this study tests whether employees with high self-efficacy are more willing to create a favorable environment for themselves to deal with work challenges by combing social cognitive theory. Finally, this study tested the hypotheses with two-wave survey data collected from a sample of 183 full-time employees from PBOs in Taiwan to avoid common method variance. The SPSS and Mplus techniques were used for data analysis and findings. As expected, this study found the self-efficacy was positively related to role crafting behavior then reduce role ambiguity. Thus, the results also supported the hypothesized mediating role of role crafting behavior and role ambiguity on the relationship between self-efficacy and organizational commitment of PBOs' employees. The findings indicated that perception of roles is a more important factor affecting organizational commitment than self-efficacy. Therefore, the contribution of this study shows more about the importance of employee roles in project-based organizations. Finally, this study also offered some management methods for managers to improve role ambiguity in project-based organizations.

論文審定書 i
中文摘要 ii
英文摘要 iii
第一章　緒論 1
第二章　理論與假設 5
第一節、專案型組織的特性 5
第二節、專案型組織中的員工角色模糊 6
第三節、角色模糊與組織承諾的關係 8
第四節、角色塑造與角色模糊的關係 9
第五節、自我效能與角色塑造的關係 11
第六節、自我效能和組織承諾的中介影響歷程 13
第三章　研究方法 15
第一節、研究對象與施測程序 15
第二節、研究工具 17
第三節、共同方法變異的討論與處理 22
第四節、資料分析方法 23
第四章　研究結果 24
第一節、測量模型分析 24
第二節、相關分析 24
第三節、假設檢驗 27
第四節、補充分析 31
第五章　結論與建議 37
第一節、研究結論 37
第二節、管理意涵 39
第三節、研究限制與未來研究方向 42
參考文獻 45
附錄、問卷 51

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