資訊系統整合產業在科技進步與競爭激烈的環境中，除了增加企業營收及滿足客戶需求外，為了創造出更多差異化的服務與解決方案來建構同業競爭門檻，組織內部價值的重要性不容忽視，往往組織在畫分為專業分工部門後，由於組織內各部門的角色不同，立場與認知問題而不斷發生衝突。
本研究目的為藉由不同角色的立場與實務經驗，探討銷售部門與技術部門間為了共創價值所會產生的衝突原因，釐清組織衝突的本質，希望可以進一步得到解決衝突的方法，並藉由消弭銷售部門與技術部門間的衝突，以提昇企業競爭力。
本研究從產業個案研究的角度來觀察，將以台灣資訊系統整合廠商為研究對象，採用深度訪談的方式進行資料蒐集，訪談取樣自大型本土、大型外商、小型本土及小型外商四種不同類型與規模公司的銷售主管、產品經理及技術主管，並針對銷售部門與技術部門兩者在組織中所扮演的角色，進行引發衝突原因的分析與提出衝突解決方案之研究。
本研究發現廠商為了增加企業營收，提高客戶忠誠度，必須提供更多更專業的技術服務，來達到滿足客戶需求、強化企業與客戶之間的合作關係。然而，在增加更多更專業的技術服務及創造差異化的同時，隨著技術部門的負擔增加，導致銷售部門與技術部門之間的衝突問題亦隨之增加，而加強溝通是降低與解決組織衝突的最有效方法。此外，過往的觀念可能認為衝突是造成企業內耗，須避之惟恐不及的事，但現今的公司治理並不一定認為衝突全然都是負面的影響，如果領導者能夠適時運用衝突、妥善解決衝突，而在組織衝突被有效解決後，企業及組織成員可藉由解決衝突的過程中，學習溝通、累積問題排解之經驗，反而可以達到活化組織與體制的目的，形成提昇企業競爭力的良性循環。
最後，除了研究理論與實務貢獻外，本研究亦闡明遭遇的限制，並提出研究方向的建議，提供對於本研究相關議題有興趣的後續研究者。

Information Technology industry often divide one organization into several specialized departments in order to provide versatile services and solutions for customer. The importance within organization should not be ignored. After divided into different specialized departments, organization often face challenges for putting everyone into the same perspective, thus leading to conflicts within it.
This research tries to explore fundamental reason for conflicts within organization through each party’s perspective and job function. By seeking into the nature and reason of conflicts, this research tries to further gain solutions for solving conflicts. With the help of the solution to wipe out conflicts between sales and technical departments, enterprise will be more competitive than others.
This research studies subject in information integration industry in Taiwan. This research also tries to gather data by in-depth interviewing with sales director, product manager and technical director across major local enterprise, major foreign enterprise, small local enterprise and small foreign enterprise. This research will further study the role of sales and technical department within organization, analyze the reasons causing conflict, and tries to provide solution for it.
This research has found that suppliers often need to provide strong professional service to satisfy customer to reinforce relationship with each other in order to increase revenue and making loyalty customers. However after increasing more professional services, the burden of technical department will also raise, leading more and more conflicts with sales department. The most effective way for solving it is to enhance communications. Besides that, old concept is to think conflict as a reason for causing internal friction and should be avoided. Nowadays conflicts inside organization are not considered entirely to be negative. If leader can use conflict and solve it, both organization and it’s employees can learn how to communicate, gain experience of solving issues. It can stimulate organization and the system; form into a virtuous cycle for improving enterprise competitiveness.
In the end, besides studying theory and practical contribution, this research also states limitations and making suggestions to direction for those who is interested in researching this topic.

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