隨著政府簽訂ECAF和接踵而至的各種貿易協定，產業必須面對全球化的競爭及業界快速的變化；日新月異的市場變化中，企業的內部決策與策略方向將直接影響企業面對外部環境所能主導或抵抗被改變的能力；更加突顯出企業內部管理層決策的重要性；根據Drucker (1954)研究中提出，多數成功經營的企業均以團隊方式來共同負責最高主管的決策職務；Papadakis and Barwise (2002)研究證實高階管理團隊對組織結果的影響遠高於單一CEO的影響力；因此高階管理團隊在企業的競爭中扮演著相當重要的地位；而哈佛商業評論刊載有關高階管理團隊的研究中，在高階管理團隊評分的一項調查，『團隊中的衝突已妥善處理』的分數是所有調查項目中的最低分（3.73），因此可以確信『衝突』明顯地存在於高階管理團隊中；而每一個專案的建立及推動均有其為企業或長期或短期獲利的考量及其存在價值；然而複雜的高階管理團隊衝突過程對企業在專案執行上必然存在許多影響因素；本研究之研究目的即是探討其衝突對專案執行之影響因素為何及其各因素間交互影響的關係。
本研究主要以質性研究之紮根理論，並利用深度訪談方式，對選定研究個案公司之高階管理部分成員進行訪談。
本研究結果共歸納出六個影響因素，三個主要間接影響因素，分別為文化特性、派系關係以及組織內衝突；另外三個主要直接影響專案執行活動因素，則分別為組織氛圍與變動、品質與技術以及人員流動；同時本研究就其結果建構出一案例模型，並提出相對之管理意涵，期望能對在業界已經是高階管理團隊的一分子或是即將成為高階管理者的人員，提前意識到團隊內衝突對組織帶來的影響；同時期望能提供企業在考慮延攬、選聘外部高階管理成員時有一參考模型，以增加企業在高階管理面和專案管理面兩者之成功率。

The reliance of top management team (TMT) on strategic decision makings is critical for the competitiveness of the firm. TMT decisions directly affect firm capabilities in facing environmental turbulence. However, unavoidable and obvious TMT conflicts impair project performances. This research investigates how TMT conflicts affect project execution and the interdependency of these factors with grounded method. Through in-depth interviews with TMT members of the focal firm, this research induces six key factors. Cultural characteristics, clique and intra-organizational conflicts are the three indirect factors on project execution while organizational atmosphere and change, quality and technology, and turnover are the three direct factors. Based on the research findings, a conflict model is proposed. This research concludes with managerial implications, for practitioners’ reference in the recruiting and selecting of TMT members.

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