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題名:團隊內知識分享跨層次分析:同儕知識分享與團隊領導者之角色
作者:劉其瑋
作者(外文):Chi-Wei Liu
校院名稱:義守大學
系所名稱:管理研究所博士班
指導教授:彭台光
學位類別:博士
出版日期:2010
主題關鍵詞:社會影響轉化型領導同仁知識分享交易型領導Knowledge SharingTransactional LeadershipTransformational LeadershipCoworkerSocial Influence
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知識分享前置因素的研究長期以來忽略了團隊同仁與團隊領導者對於知識分享所產生的社會影響(social influence)的效應,也忽略不同領導者的行為激發部屬分享外顯知識與內隱知識的動機恐有所不同的可能。立基於社會影響的角度,本研究提出一跨層次的知識分享架構。我們認為當團隊個人感受到其他同事進行知識分享或領導者展現交易型行為及轉化型行為時,會促使團隊個人分享外顯知識或內隱知識。然由於所分享的知識的不同特質以及不同的領導行為,該分享行為會經由團隊認同或預期回饋兩種心理機制發生。419人組成的59組來自兩個不同組織的問卷結果顯示個人外顯知識的分享與感受到同事進行外顯知識分享、交易型領導行為、轉化型領導行為均呈正相關;內隱知識的分享與感受到團隊同事進行內隱知識分享以及領導者展現轉化型行為呈正向關係。此外,交易型領導行為會激發部屬分享外顯知識,該影響完全經由部屬預期回饋的心理機制產生;然轉化型領導行為會激發部屬分享外顯知識,該影響部分經由部屬的團隊認同心理機制產生;轉化型領導行為亦會激發部屬分享內隱知識,該影響則完全經由部屬的團隊認同心理機制產生。理論貢獻與管理意涵均做討論。
Research on the antecedents of knowledge sharing has neglected the impact of the social influence exerted by the coworkers and the group leader on a member’s knowledge sharing in work groups. Driven from social influence approach, the dissertation proposes a cross-level KS model in which a focal person’s sharing knowledge (both tacit and explicit) is influenced by his/her perception of the coworkers KS and the shared group leadership (both transformational and transactional leadership behaviors). Moreover, given the different nature of the knowledge shared and the different leadership behaviors, these direct relationships are mediated by the member’s two dissimilar psychological mechanisms, specified as team identity and anticipated reciprocity. In a sample of 419 employees composing 59 groups from two organizations, the multilevel analysis revealed that a group member’s perception of the coworkers explicit knowledge sharing explained variance in the member’s explicit knowledge sharing. Both group transformational and transactional behaviors could lead to the group member’s explicit knowledge sharing. Moreover, a group member’s perception of the coworkers tacit knowledge sharing explained variance in the member’s tacit knowledge sharing. Yet, only group transformational leadership behaviors have positive relationships with the group member’s tacit knowledge sharing. In particular, group transactional leadership motivated followers’ explicit KS through the full mediating effect of anticipated reciprocity. Team identity partially mediated the relationship between transformational leadership and followers’ explicit KS and fully mediated that between transformational leadership and followers’ tacit KS. Implications for theory, managerial practices, and direction for future research were discussed.
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