本研究嘗試建立一理論模型來了解任務非常規性程度與展現原我與生存型組織文化如何影響搭便車問題，進而影響新產品開發專案團隊績效考核權重與其最終績效。研究目的共分為兩大類：首先，欲了解在大、小規模團隊下，展現原我與生存型的組織文化類型與新產品開發專案績效的關係。另外則欲了解在標竿專案中，任務非常規性程度與團隊績效權重之關係。透過實證研究，本研究發現：1.在大規模團隊下，若組織文化為展現原我型，其新產品開發績效較佳。2.在高績效專案中，若任務困難度與任務非常規性程度越高，則團隊績效權重越低。

This research constructs a theoretical model to explain how task nonroutineness and organizational culture (“self-expression” or “survival”) affect the free-rider problem, and how it will further affect the performance of new product development projects and the weight given to team performance relative to individual performance. There are two research objectives: First, we would like to understand in two different-sized teams (one large and one small), what the relationship is between culture (“self-expression” or “survival”) and the performance of new product development projects. Second, the research analyzes how in benchmark projects, weight given to team performance for evaluation changes according to the degree of task nonoroutineness. Our empirical study shows that: 1. in large teams, a “self-expression” culture leads to better performance of new product development project than a “survival” culture. 2. in high performance projects, the weight of team performance decreases as task difficulty or task nonroutineness increases.

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