專案經理是影響專案成功的最重要的關鍵因素之一，但在持續關注、提昇專案經理各方面能力下，真正成功的專案比率卻仍少於30%。
過去有關探討專案經理對專案績效影響的研究，較常藉由『管理、領導、人際關係、技術』等角度來說明專案經理對專案績效的影響，卻很少有人從專案經理本身的意志力、信心、韌性、樂觀、對組織的認同感和歸屬感等心理與信念的角度來切入研究。本研究旨透過心理資本、組織承諾等心理與信念層面之構面，以台灣電腦系統設計服務業的專案經理為對象，採用問卷調查法分析其心理資本、組織承諾之強度對於專案績效的影響。
研究結果顯示，專案經理的心理資本及組織承諾，皆與專案績效具正向影響。在不同專案特性下，又以擁有自信之心理與信念特質的專案經理，對包括專案特性屬於規劃類型、小型規模、大型規模、高複雜度、中複雜度等大多數專案的專案績效具有正向的影響。

Project manager is the influence of the most important key factor in the project's success. But in sustained attention and enhance project manager project management, leadership, interpersonal relationships, technology and other aspects of capacity, the real success of the project the ratio still less than 30%. This study aims through psychological and beliefs facets angle of psychological capital, organizational commitment, Taiwanese computer system  design service's project manager for the object, using questionnaires, analyze their psychological capital, organizational commitment strength for the project performance impact.
The results show that the project manager's psychological capital and organizational commitment, and project performance are having a positive impact. Under different project  properties, project managers have confidence of psychological and beliefs, to the most of the project has a positive performance Impact, including properties belonging to the ad hoc planning type, small scale, large scale, high complexity, middle complexity and so.

主目錄VII
表目錄IX
圖目錄XI
第一章	緒論1
第一節	研究背景與動機1
第二節	研究目的3
第三節	研究流程4
第二章	文獻探討7
第一節	心理資本7
第二節	組織承諾12
第三節	專案績效22
第四節	專案特性29
第三章	研究設計35
第一節	研究架構35
第二節	研究假說36
第三節	研究對象與問卷設計39
第四節	資料分析方法41
第四章	研究結果與分析44
第一節	問卷發放與回收44
第二節	敘述性統計分析44
第三節	信度分析與效度分析48
第四節	關聯分析49
第五節	迴歸分析51
第六節	假設檢定結果73
第五章	研究討論與研究結論76
第一節	結論76
第二節	管理意涵78
第三節	研究限制81
第四節	未來研究建議82
參考文獻83
附    錄94
 
表目錄
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表 2-1 組織承諾定義整理表15
表 2-2 組織承諾的分類19
表2-3專案定義整理表23
表2-4專案績效衡量構面25
表 2-5 專案特性整理表30
表 2-6 專案類型及特性32
表3-1 問卷設計與參考來源40
表4-1 本研究專案經理樣本基本特徵分布44
表4-2專案特性次數分配表47
表4-3研究構面之信度分析表49
表4-4研究構面之關聯分析表50
表4-5心理資本各構面對專案績效之迴歸分析表51
表4-6組織承諾各構面對專案績效之迴歸分析表52
表4-7 規劃類型分類，心理資本對專案績效之階層迴歸分析表54
表4-8 發展類型分類，心理資本對專案績效之階層迴歸分析表55
表4-9 維護類型分類，心理資本對專案績效之階層迴歸分析表56
表4-10 小型專案分類，心理資本對專案績效之階層迴歸分析表57
表4-11 中型專案分類，心理資本對專案績效之階層迴歸分析表58
表4-12 大型專案分類，心理資本對專案績效之階層迴歸分析表59
表4-13高複雜度專案分類，心理資本對專案績效之階層迴歸分析表60
表4-14 中複雜度專案分類，心理資本對專案績效之階層迴歸分析表61
表4-15低複雜度專案分類，心理資本對專案績效之階層迴歸分析表62
表4-16 規劃類型分類，組織承諾對專案績效之階層迴歸分析表64
表4-17 發展類型分類，組織承諾對專案績效之階層迴歸分析表65
表4-18 維護類型分類，組織承諾對專案績效之階層迴歸分析表66
表4-19 小型專案分類，組織承諾對專案績效之階層迴歸分析表67
表4-20 中型專案分類，組織承諾對專案績效之階層迴歸分析表68
表4-21 大型專案分類，組織承諾對專案績效之階層迴歸分析表69
表4-22高複雜度專案分類，組織承諾對專案績效之階層迴歸分析表70
表4-23中複雜度專案分類，組織承諾對專案績效之階層迴歸分析表71
表4-24低複雜度專案分類，組織承諾對專案績效之階層迴歸分析表72
表4-25本研究之假設檢定結果表73

圖目錄
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圖1-1 研究流程圖6
圖2-1 競爭優勢資本展開圖9
圖2-2 心理資本之內涵11
圖3-1 研究架構圖36

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