除了由內部自行培育人才外，向外求取人才以強化競爭優勢，已成為現代企業重要的管理課題。隨著企業面對的外部環境變動愈形劇烈，這樣向外求才的必要性也愈加重要。同時當外來人才進入企業，組織也應具備宜於知識分享的氣候，如此方能順暢地傳遞知識並提升組織績效。因此，本研究將探討向外求才之人力資源管理活動對組織績效的影響，並檢驗環境變遷程度、知識分享氣候，此二個變項之干擾效果。本研究結果顯示，能審慎甄選並留任外在人才的組織，不但組織績效較好、資本市場的價值也較高；而且當環境變遷愈劇烈、組織知識分享氣候愈強時，上述效果愈強。因此組織應該強化向外求才之人力資源活動，並提升知識分享氣候，使外來人才之知識得以為組織所用，尤以處於環境變遷程度較高的企業為然。

To acquire talents from outside to enhance competitive advantage has become a leading issue in modern business organizations. When firms face constantly changing environments, build talents purely from inside may be inefficiency. However, new talents recruited from outside can only deliver their well-prepared knowhow smoothly in knowledge-sharing climate. This study then aimed to explore the impacts of a group of external human capital acquisition (EHCA) practices on organizational performance and to examine the moderating effects of two contingencies, environmental turbulence and the knowledge-sharing climate, on the effectiveness of these EHCA practices. Our findings imply that organizational abilities to attract and acquire human capital become a key competence for high performance companies. After successfully selecting and retaining external intelligence from outside, a firm can expect to accumulate, diversify, and then utilize its knowledge stores to promote operational efficiency and earn a positive expectation from the stock market. While typical strategic HRM models encourage building an internal labor market to gain an un-imitated advantage, paying skilled employees to reap profit promptly is still essential. However, talented employees from outside who join an organization must learn the shared language, fit in the social context, and embed themselves in the network composed by the original members before they can contribute to the firm's performance.