知识共享与组织绩效：知识驱动的人力资源管理实践作用研究

Knowledge Sharing and Organizational Performance:The Role of Knowledge-driven Human Resource Management Practice

本文基于知识观,提出并验证了知识驱动的人力资源管理实践的三维结构及知识相关的组织绩效的两维结构,探讨了知识驱动的人力资源管理实践对知识共享和组织绩效的影响作用。实证研究表明:第一,注重胜任力和学习潜力的人员选拔、多样性的培训与开发对知识共享和知识探索性绩效具有显著的正向影响,多样性的培训与开发对知识拓展性绩效具有显著的正向影响;第二,知识共享具有中介作用;第三,知识驱动的人力资源管理实践与知识共享对知识探索性绩效的影响要强于对知识拓展性绩效的影响。本研究结果从现代知识管理的独特视角,对人力资源管理实践影响组织绩效的"黑箱"(Black Box)进行了一次新的有益探索,揭示了知识驱动的人力资源管理实践的作用机理。

In today＇s rapidly changing and developing economic environment, successful firms are largely depending on their capabilities to efficiently explore new knowledge and exploit existing knowledge. Growing evidence suggests that organizations can achieve better performance when they are able to successfully create conditions in which knowledge is shared to explore and exploit knowledge. Human Resource Management （HRM） practice is the primary organizational means by which firms can conduct knowledge-related activities and encourage employees to share and utilize knowledge within the organization, and thus achieve organizational goals. Despite the existence of previous research conducted on the role of HRM practices on knowledge sharing, and the central role of knowledge sharing on knowledge exploration and exploitation, there are two limitations to the prior research. Firstly, there are no integrated theoretical frameworks for HRM practices that explain how knowledge sharing is influenced and is utilized in ways that benefit organization performance. Secondly, there is a lack of empirical research on predictors of HRM practices and knowledge sharing to influence knowledge-related organizational performance. This study developed and tested how aspects of human resource management practice affects knowledge sharing and resultant organizational performance from a knowledge-based view. Regression analysis was used to test the hypotheses in a sample of 203 firms. The results indicated that： （1） employee selection practices focusing on competence and learning potential, diverse training and development programs had positive and significant effects on knowledge sharing and knowledge exploration-related performance, and diverse training and development programs had positive and significant effects on knowledge exploration-related performance; （2） knowledge sharing played a mediating role between knowledge-driven human resource management practices and organizational performance; and （3） both knowledge-driven human resource management practices and knowledge sharing had more positive effects on knowledge exploration-related performance than knowledge exploitation-related performance. The findings offer a beneficial new exploration of the ＂black box＂ effects of human resource management practices on organizational performance from a knowledge perspective. Finally, the authors suggest that man- agers should utilize knowledge-driven HRM practices to cultivate a better level of knowledge sharing which in turn will result in favorable organization performance.