創新是企業因應科技、產業與市場快速變化，創造差異化價值的關鍵能力。因應快速變化，需要更加彈性，越來越多的企業使用團隊的工作型態運作，團隊運作本身是動態過程，團隊研究文獻絕大多數採用I-P-O模式(McGrath, 1964)來探討影響團隊效能的因素與原理。過去多數的團隊I-P-O研究仍然偏向靜態，將團隊歷程視為靜態的單向過程。 團隊表現是在團隊歷程中不斷產生與變化，團隊歷程因素相較於投入因素，對團隊效能產出的影響性更大，而且團隊歷程階段的表現也影響下一階段團隊歷程。團隊歷程是不斷循環的動態過程。Ilgen等學者提出IMOI架構，將團隊歷程三分為IM-Forming階段、MO-Functioning階段、OI-結束與下階段的循環，並依照不同歷程階段，歸納各個階段的主要團隊合作能耐因素，讓團隊歷程動態性更清楚。本研究進一步探討，在團隊創意與團隊創新此二個歷程階段，團隊合作能耐因素的重要性變化。 研究方法是以團隊成員對團隊創新表現的認知，衡量團隊效能關鍵因素的重要性，使用灰關聯分析法，選擇中階主管為研究對象進行不同階段的交叉比較。研究結果顯示，(1) 資訊交流和分享是被認為最重要的團隊合作能耐，團隊信心的重要性則最低；(2) 團隊合作能耐重要性的確在不同團隊創新階段會有不同；(3) 團隊信心、資訊交流和分享、團隊默契在團隊創意階段變得比較重要，團隊凝聚力、團隊學習和適應、團隊規範和共識則是在團隊創新階段變得比較重要。

Innovationis regarded as a critical capability of enterprises, it enhances competitive advantage and make enterprise survive in an increasingly changing environment. Team becomes the main working unit in the organization so as to gain more flexible and adaptable for the fast changing in all aspects of technology, industry, and markets. The operation of a team is dynamic, and the framework of team researches is dominated by input–process–output (IPO) model to discuss the predictorsand theories of team performance. However, most of the IPO model research assume the team process is static and one-direction factors of team output. In the recent studies, the process factors is more critical than the others team performance factors, and team outputs also affect team process and outputs from one stage to the next stages. A team changes in the process and the fact of team process is dynamic. The team process is also as cycles, in the IMOI model of Ilgen et al, the process consist of three main stages, IM-Forming stage, MO-Functioning, and OI-Finishing and the beginning of the next stage, and the key team performance factors change in thethree stages. We, then, examine the rating of teamwork factors' changing of innovation team between the team creativity stage and team innovation stage. We investigate mid-level managers working for the enterprises to understand their perceives of the changing of the teamwork effectiveness in the different team innovation stages. GreyRelational Analysis, GRA, confirms that (1) information exchange and sharing is the highest rating factors of team innovation performance, regardless of team process stages; (2) The ratings of teamwork factors changes in the different stages of team performance; (3) The effectiveness of team confidence, information exchange and sharing, and team tacit understanding becomes high from the stage of team creativity to team innovation and in respect that, team cohesiveness, team learning and adaptability, and team norms and common rule becomes more effect from team innovation stage to team creativity stage.