因應全球化競爭越來越激烈，在有限的資源下，衝突成為無可避免的情況。有鑑於此，如何有效的處理衝突成為熱門的課題。
本論文著重於研究在台灣高科技公司中，如何有效的處理衝突，進而讓衝突成為使組織成長的助力而非阻力。以台灣被導體製造公司為例，總共收集了214份有效問卷，其來源包括了桃園，新竹，台中，台南五個分公司。資料以量化分析為主，並將衝突細分為任務衝突，關係衝突及程序衝突，個別作探討及其中和組織績效的關係

Due to the globalization economics, the competitive situations have been increasing in numbers nowadays. Under competitive environment, integration, and management of the limited resource always give rise to serious strategic conflict which occur in every organization; each of them may have their certain benefit or objective need to sustain. Since conflict tends to be unavoidable, thesis research aim
to find out the importance heads of department attached to conflict processes and the
extent to which conflict management behaviors shown by heads of department contributed to or reduced the amounts of conflict that arose in TSMC Taiwan IT industry.
Thus, what conflict management processes did the heads exhibit and how well
did they manage conflict in order to improve its performance of work in the TSMC organization. Information was obtained from 214 respondents made up of staff from
the TSMC organization in different areas include, Taoyuan, Xinzhu, Taichung and Tainan.Data analysis results indicated that functional conflicts (task conflict and
process conflict) did exist in the TSMC organization which leads positive performance, Dysfunctional conflict (relationship conflict) also exists in TSMC organization, and however, it tends to bring some positive responses for
organizations.
Therefore, the main finding are summarized the conflict-handing strategies
which used widely in organizations, the influences of different types conflict in
organizations finally the research brings the results to show its performance after
conflict.

Arrow, H., McGrath, J., & Berdahl, J. (2000). Small groups as complex systems:
Formation, coordinate on, development, and adaptation. Thousand Oaks, CA:
Sage.
Adomi, E. E., & Anie, S. O. (2006). Conflict management in Nigerian university
libraries. Library Management, 27(8), 520-530.
Ayoko, O. B., Härtel, C. E., & Callan, V. J. (2002). Resolving the puzzle of productive
and destructive conflict in culturally heterogeneous workgroups: A
communication accommodation theory approach. International Journal of
Conflict Management, 13(2), 165-195.
Amason, A. C., & Sapienza, H. J. (1997). The effects of top management team size
and interaction norms on cognitive and affective conflict. Journal of
Management, 23(4), 495-516.
Amason, A. C. (1996). Distinguishing the effects of functional and dysfunctional
conflict on strategic decision making: Resolving a paradox for top management
teams. Academy of Management Journal, 39(1), 123-148.
Amason, A. C., & Schweiger, D. M. (1994). Resolving the paradox of conflict,
strategic decision making, and organizational performance. International Journal
of Conflict Management, 5(3), 239-253.
Bartos, O. J. (2002). Using conflict theory. Cambridge: University Press.
Butler Jr, J. K. (1994). Conflict styles and outcomes in a negotiation with
fully-integrative potential. International Journal of Conflict Management, 5(4),
309-325.
Brahnam, S. D., Margavio, T. M., Hignite, M. A., Barrier, T. B., & Chin, J. M. (2005).
A gender-based categorization for conflict resolution. Journal of Management
Development, 24(3), 197-208.
Badke-Schaub, P., & Frankenberger, E. (2004). Design representations in critical
situations of product development. In G. Goldschmidt, & W. L. Porter (Eds.),
Design Representation (pp. 105-126). London: Springer
Balkundi, P., & Harrison, D. A. (2006). Ties, leaders, and time in teams: Strong
inference about network structure’s effects on team viability and
performance.Academy of Management Journal, 49(1), 49-68.
Behfar, K. J., Mannix, E. A., Peterson, R. S., & Trochim, W. M. K. (2002, May). A
multi-faceted approach to intragroup conflict issues of theory and
measurement. Paper presented at the Annual Conference of the International
Association for Conflict Management, Salt Lake City, Utah.
125
Behfar, K. J., Peterson, R. S., Mannix, E. A., & Trochim, W. M. (2008). The critical
role of conflict resolution in teams: A close look at the links between conflict
type, conflict management strategies, and team outcomes. Journal of Applied
Psychology, 93(1), 170-172.
Baron, R.M. (1991). Positive effects of conflict: A cognitive perspective. Employee
Responsibilities and Rights Journal, 4(1), 25-36.
Badke-Schaub, P., & Buerschaper, C. (2001). Creativity and complex problem solving
in the social context. In Allwood, C.M. & Selart, M.(Eds.), Decision making:
Social and creative dimensions (pp. 177-196). Netherlands: Springer.
Blake, R. R., & Mouton, J. S. (1979). Intergroup problem solving in organizations:
From theory to practice. In G. W. Austin & S. Worchel (Eds.), The social
psychology of intergroup relations (pp, 19-32). Monterey, CA: Brooks Cole.
Carnevale, P. J., & Probst, T. M. (1998). Social values and social conflict in creative
problem solving and categorization. Journal of Personality and Social
Psychology, 74(5), 1300-1322.
De Dreu, C. K., & Weingart, L. R. (2003). Task versus relationship conflict, team
performance, and team member satisfaction: a meta-analysis. Journal of Applied
Psychology, 88(4), 741-746.
De Dreu, C. K. W., & Beersma, B. (2005). Conflict in organizations: Beyond
effectiveness and performance. European Journal of Work and Organizational
Psychology, 14, 105-117.
De Dreu, C. K., & Van Vianen, A. E. (2001). Managing relationship conflict and the
effectiveness of organizational teams. Journal of Organizational Behavior, 22(3),
309-328.
De Dreu, C.K.W., & West, M.A. (2001). Minority dissent and team innovation: The
importance of participation in decision making. Journal of Applied Psychology,
86, 1191–1201.
Ely, R. J., & Thomas, D. A. (2001). Cultural diversity at work: The effects of
diversity perspectives on work group processes and outcomes. Administrative
Science Quarterly, 46(2), 229 –273.
Forbes, D., Korsgaard, A., & Sapienza, H. (2010). Financing decisions as a source of
conflict in venture boards. Journal of Business Venturing, 25(6), 579-592
Friedman, R.A., Tidd, T.S., Currall, S.C., & Tsai, J.C. (2000). What goes around
comes around: The impact of personal conflict style on work conflict and stress.
International Journal of Conflict Management, 1(11), 32–55.
Fisher, D. (1981). Communication in organization. New York: West Publishing
Company.
Griffin, O. E. (1984). Oxford dictionary. Oxford: Oxford University Press
126
Greer, L.L., Jehn, K.A., & Mannix, E.A. (2008). Conflict Transformation: A
Longitudinal Investigation of the Relationships between Different Types of
Intergroup Conflict and the Moderating Role of Conflict Resolution. Small
Group Research, 39(3), 278–302.
Gunn, B. (2000).Working as one. Strategic Finance, 81(12), 6–9.
Hatch, M. J. (2012). Organization theory: modern, symbolic and postmodern
perspectives. New York:Oxford university press.
Havenga, W. (2004). Comparative analysis of conflict dynamics within private
and public sector organizations (Unpublished doctoral dissertation). North-West
University, South Africa
Hellriegel, D., & Slocum, J. W. (1974). Organizational climate: Measures, research
and contingencies. Academy of Management Journal, 17(2), 255-280.
Hackman, J., & Morris, C. (1975). Group tasks, group interaction process, and group
performance effectiveness: A review and proposed integration. Advances in
Experimental Social Psychology, 8(2), 45–99.
Hitt, M. A., Miller, C. & Colella, A. (2006). Organizational behavior: a strategic
approach. John Wiley.
Huseman, R., Hatfield, J., & Miles, E. (1987). A new perspective on equity theory:
The equity sensitivity construct. The Academy of Management Review, 12(2),
222-234.
Ishfaq Ahmed. (2010). Personality Does Affect Conflict Handing Style: Study of
Future Managers. International Journal of Trade, Economics and Finance, l(1),
3-8.
Jehn, K.A., Northcraft, G.B., & Neale, M.A. (1999). Why differences make a
difference: A field study of diversity, conflict, and performance in workgroups.
Administrative Science Quarterly, 44(4), 741-763.
Jehn, K. (1995). A multimethod examination of the benefits and detriments of
intergroup conflict. Administrative Sciences Quarterly, 40(5), 256-282
Jehn, K. & Bendersky, C. (2003). Intergroup conflict in organizations: A contingency
perspective on the conflict-outcome relationship. Research in Organizational
Behavior, 25(3) ,187-242
Janssen, O., Van de Vliert, E., & Veenstra, C. (1999). How task and person conflict
shape the role of positive interdependence in management teams. Journal of
Management, 25(2), 117–142.
Kreitner, R., Kinicki, A. (2008). Organizational behaviour. Sixth Ed.Boston:
McGraw-Hill
Kabanoff, B. (1991). Equity, equality, power, and conflict. Academy of Management
Review, 16(2), 416-441.
127
Kisseadoo, S.V.A. (2002). Conflict resolution and agreement. Accra:
Asempa Publishers.
Kirchmeyer, C., & Cohen, A. (1992). Multicultural groups: Their performance and
reactions with constructive conflict. Group and Organization Management,
17(2),153 –170.
Kickul, J., Gundry, L., & Posig, M. (2005). Does trust matter? The relationship
between equity and sensitivity and perceived organizational justice. Journal of
Business Ethics, 56(3), 205-218.
Kuhn, T., & Poole, M. (2000). Do conflict management styles affect group decision
making? Evidence from a longitudinal field study. Human Communication
Research, 26(4), 558-590.
Lewicki, R. J., Barry, B., & Saunders, D. M. (2001). Essentials of negotiation. New
York: Irwin/McGraw-Hill.
McShane, S. L. (2000). Organizational Behaviour. Florida: International
University.
Mathieu, J., & Schulze, W. (2006). The influence of team knowledge and formal
plans on episodic team process–performance relationships. Academy of
Management Journal, 49(3), 605–619.
Murnighan, J.K., & Conlon, D.E. (1991). The dynamics of intense work groups: A
study of British string quartets. Administrative Science Quarterly, 36(3),165-186.
Marks, M., Mathieu, J., & Zaccaro, S. (2001). A temporally based framework and
taxonomy of team process. Academy of Management Review, 26(3), 356–376.
Meijer, M. (2006). Using cognitive conflict in design teams as an asset. New York:
Irwin/McGraw-Hill.
Mukhtar, S., & Habib, M.N.(2010). Private sector managers approach management
styles and personality type. Interdisciplinary Journal of Contemporary Research
in Business, 2(1), 304-312.
Nebgen, M. K. (1978). Conflict management in schools.New York: Administrator’s
Notebook.
O. M. Hotepo. (2010). Empirical Study of the effect of conflict on organizational
performance in Nigeria. Business and Economics Journal, 3(2), 56-62.
Poole, M. S., Siebold, D., & McPhee, R. (1996). The structuration of group decisions.
In R. Hirokawa & M. S. Poole (Eds.), Communication and Group decision
Making (pp. 114–146). Thousand Oaks, CA: Sage.
Pinkley, R. L. (1990). Dimensions of conflict frame: Disputant interpretations of
conflict. Journal of Applied Psychology, 75(3), 117–126.
Pondy, L. R. (1967). Organizational conflict: Concepts and models. Administrative
Science Quarterly, 12(2), 296-320.
128
Putnam, L.L., & Poole, M.S. (1987). Conflict and negotiation. Handbook of
organizational communication: An interdisciplinary perspective.
Newbury Park:CA Sage.
Roozenburg, N.F.M., & Eekels, J. (1995). Productontwerpen: Structuur en
Methoden. Uitgeverij Lemma:Utrecht.
Rahim, M., Magner, N., & Shapiro, D. (2000). Do justice perceptions influence styles
of handling conflict with supervisors? What justice perceptions, precisely. The
International Journal of Conflict Management, 11(4), 9–31.
Robbins, S. P.(2007). Organization theory. New Jersey: Pearson/Prentice Hall.
Robbins, S.P.(2009). Organizational behavior. New Jersey: Prentice Hall.
Rahim,M.A., & Magner, N.R. (1995). Confirmatory factor analysis of the styles of
handling interpersonal conflict: First-order factor model and its invariance
across Groups. Journal of Applied Psychology, 80(3), 122–32.
Simons, T.L., & Peterson, R.S. (2000). Task conflict and relationship conflict in top
management teams: The pivotal role of intragroup trust. Journal of Applied
Psychology, 85,102-111.
Stan, Shih. (1996).Me-too is not my style.Taipei: Commonwealth publishing co.
Stempfle, J., &Badke-Schaub, P. (2002). Thinking in design teams – An analysis
of team communication. Design Studies, 23(5), 473–96.
Shell, G. R. (2001). Bargaining styles and negotiation: The Thomas-Kilmann Conflict
Mode instrument in negotiation training. Negotiation Journal, 17(4), 155-172.
Stoner, J. A. F. (1992). Management. New Jersey: Prentice Hall Inc.
Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann conflict mode
instrument. Tuxedo, NY: Xicom.
Tinsley, C. (2001). How negotiators get to yes: Predicting the constellation of
strategies used across cultures to negotiate conflict. Journal of Applied
Psychology, 86(1), 583–593.
Thomas, K. (1992). Conflict and negotiation processes in organizations. In M.
Dunnette & L. Hough (Eds.), Handbook of industrial and organizational
psychology (pp. 651–717). Palo Alto, CA: Consulting Psychologists Press.
Tjosvold, D., & Deemer, D. K. (1980). Effects of controversy within a cooperative or
competitive context on organizational decision making. Journal of Applied
Psychology, 65, 590 – 595.
Tjosvold, D. (1991) .The Conflict-positive organization, stimulate diversity and
create unity. New York: Addison-Wesley.
Tjosvold, D. (2006). Defining conflict and making choices about its management:
lighting the dark side of organizational life. International Journal of Conflict
Management,17(2) , 87- 95.
129
Tjosvold, D., Dann, V., & Wong, C. (1992). Managing conflict between departments
to serve customers. Human Relations, 45(3), 1035-1054.
Tjosvold, D. (2008). The conflict-positive organization: it depends upon us. Journal
of Organizational Behavior, 29(2),19-28.
Tidd, S.T., & Friedman, R.A. (2002). Conflict style and coping with role conflict: an
extension of the uncertainty model of work stress. International Journal of
Conflict Management,13(3) ,236-257.
Tjosvold, D., Hui, C., & Yu, Z. (2005). Conflict management and task reflexivity for
team in-role performance and extra-role performance in China. International
Journal of Conflict Management, 14(1), 141-163.
Terry, G. R. (1977). Principles of management. Illinois: Richard D. Irwin Inc.
Visagie ,J.C.,& Linde, H.M. (2006). Sosiale patologie en die onderneming as sisteem
sosiale verandering en sosiale teorieё. Noordwes-Universiteit,
Potchefstroomkampus: Studiegids bsop.
Vodosek, M. (2005). Cultural diversity, intragroup conflict, and group outcomes.
Acad Manag Proceed, Honolulu, HI
Weider ,D., & Hatfield ,J.D. (1995). Relationships among conflict management styles,
levels of conflict, and reactions to work. J. Soc. Psychology, 135(6): 687-698.
Wilson, G. L., & Hanna, M. S. (1991). Groups in context. New Jersey: McGraw-Hill
Companies.
Weingart, L. (1992). Impact of group goals, task component complexity, effort, and
planning on group performance. Journal of Applied Psychology, 77(3), 682–693.
Hollenbeck, J. R., Moon, H., Ellis, A. P., West, B. J., Ilgen, D. R., Sheppard, L., &
Wagner III, J. A. (2002). Structural contingency theory and individual
differences: Examination of external and internal person-team fit. Journal of
Applied Psychology, 87(3), 599.
Wofford, J. C. (1982). Organisational behavior: Foundations for organizational
effectiveness. California: Kent Publishing Company.
Weingart, L.R., & Jehn, K.A. (2000).Manage Intrateam Conflict through
Collaboration. In Locke,E.A. (Eds.), The Blackwell handbook of principles of
organizational behavior( pp. 226-238).New York:Oxford Blackwell Publishers.
Williams, K., & O’Reilly, C. (1988). Demography and diversity in organizations: A
review of 40 years of research. Research in Organizational Behavior, 20, 77–
140.
Yitshaki, R. (2008). Venture capitalist-entrepreneur conflict-an exploratory study of
determinants and possible resolutions. International Journal of conflict
Management, 19(3), 262-292.