员工知识分享的动力何在?——创新文化的跨层次作用机制  

Where Is the Driving Force of Employee's Knowledge Sharing?The Multilevel Effect of Innovative Culture

作　　者：李燕萍[1] 刘宗华[1] 林叶[1] 

机构地区：[1]武汉大学经济与管理学院,湖北武汉430072

出　　处：《经济管理》2016年第5期75-86,共12页Business and Management Journal ( BMJ )

基　　金：国家自然科学基金项目"高承诺人力资源管理对新生代员工产出的作用机制:基于工作要求--资源视角"(71372125)

摘　　要：移动互联网时代正在改变人们获取知识的传统方式,员工知识分享更是企业获得竞争优势的重要来源。本研究通过来自湖北、湖南、重庆等地区30家企业136位员工及其主管的调查问卷,采用多层线性技术分析方法,探讨了创新文化对员工知识分享的跨层次影响,组织认同在创新文化对员工知识分享影响中的中介效应,以及承诺型人力资源管理实践在组织认同对员工知识分享影响的调节效应。研究结果发现,创新文化对员工知识分享有显著正向影响;组织认同在创新文化对员工知识分享的影响中起部分中介作用;承诺型人力资源管理实践正向调节了组织认同对员工知识分享的作用。本研究揭示了创新文化对员工知识分享的跨层次作用机制,丰富了组织文化和知识管理的相关理论,对企业知识管理具有重要的指导意义。Knowledge management is not only the process that individuals transmit useful information to the right person in a proper time but also the course of accumulating and creating knowledge. The enhancement of knowledge sharing is an important way to promote the efficiency of knowledge used throughout the organiza- tion. Since knowledge belongs to its owners, other people cannot acquire knowledge from others directly. Knowledge sharing is the individual＇ s own voluntary behavior and individuals cannot be forced to sharing their knowl- edge. Hence it is necessary for organizations to implement incentive measures to motivate knowledge workers to share the knowledge. Previous research mainly focused on factors such as individual characteristics, psychological factors and human resource management that exert influence on individual knowledge sharing. Recent years there are calls put forward by some scholars to carry out research analyzing the incentive factors of knowledge sharing from organizational environment perspective, especially taking organizational culture into consideration. From the individ- ual level, most of existing research have studied the relationship between different types of culture and knowledge sharing and it is rare to find such research conducted in multi-level form. This article examines the multi-level effect of innovative culture on employee＇ s knowledge sharing of knowl- edge workers as well as the mediating effect of organizational identification and the moderating effect of commitment- based human resource management practices （CBHRMPs） with data from a sample of 136 subordinate-supervisor dyads collecting from 30 enterprises by multiple regression analysis. The results show that innovative culture has a significant positive effect on knowledge sharing of knowledge workers, organizational identification functions as a partial mediator between innovative culture and knowledge sharing of knowledge workers and CBHRMPs moderate the relationship between innovative culture and knowledge s

关 键 词：创新文化 组织认同 知识分享 承诺型人力资源管理实践 

分 类 号：F272[经济管理—企业管理]