因應軟體專案的複雜性高，在軟體開發過程中，需要結合不同專業領域的人員來完成目標。專案團隊的組成，成員常常來自不同的部門，彼此存在不同的文化、工作經驗與態度、專業訓練、價值觀及做事的方式。在團隊中，成員對事情的看法不同，因而引起爭執或負面情緒，常會造成人際關係的緊張，專案管理者若未妥善協調與解決，衝突將直接衝擊到團隊的群體效能。
如何讓成員積極參與，發揮個人的幹勁、熱情卻不致造成衝突，就算衝突有時無法避免，但仍可以提昇衝突的解決的滿意度以增加團隊績效？本研究探討團隊成員的組織信任、參與影響力與團隊衝突、衝突解決及群體效能的相互關聯，以問卷調查方法，有效分析樣本共88份問卷，探討資訊服務業在軟體專案的發展過程中，團隊的組織信任對成員參與及成員影響力的關連性，及對衝突與群體效能的關聯性。
研究結果顯示，參與影響力與衝突解決有很高的正向相關，同時高參與影響力在衝突解決滿意度及團隊效能上與中低參與影響力有顯著的差異。參與影響力與團隊成員是否負責專案管理工作、同事信任、團隊成立時間有顯著正向相關，卻與團隊年資有顯著負向相關。團隊效率與同事信任、公司信任呈現顯著正向相關，與團隊規模呈現負向相關，而團隊效能與公司信任、衝突解決呈現正向相關，也與團隊規模呈現負向相關。
關鍵字：資訊軟體業、軟體開發、專案管理、專案團隊、信任、衝突管理、成員參與、群體績效。

In response to the high complexity of software development project, during the development process, it requires to combine people from different professional fields with cooperation in order to accomplish the goals. The composition of the project team members often come from different departments, with existence of different cultures, experiences, work attitude, professional training, social values, and way of doing things. Within the project team, members with different views of things that raise controversy or negative emotions often cause interpersonal tensions. The project manager failed to properly coordinate and solve the conflict will have a direct impact on team’s performance.
How to make team members to actively participate, to develop personal drive, passion but not causing conflict, even if the conflict is unavoidable sometimes, but still improve the satisfaction of conflict resolution to increase team performance. This research studies the relationship among organizational trust, participation and influence, team conflict, conflict resolution, and team performance in software project. We use questionnaire survey methods with effective samples of total 88 questionnaires. This questionnaire probes into the correlation between team members’ participation, members’ influence and organizational trust; as well as the correlation between the conflict and team performance in IT industry software development project.
The research results indicate that the participation influence and conflict resolution has highly positive relationship. Meanwhile, there is a significant difference in conflict resolution and team effectiveness between high participation influence and mid to low participation influence. There is a significant positive correlation between participation influence and members of the team responsible for project management, the trust of their colleagues, the team established time. But, there is a significant negative correlation between participation influence and team seniority. The trust of their colleagues, and the trust of their company has significantly positively correlated with team efficiency, but negatively correlated with the size of team. The trust of their company, and conflict resolution has significantly positively correlated with team effectiveness, but negatively correlated with the size of team.
Keywords: software industry, software development, project management, project team, trust, conflict management, participation, team performance.

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