中国文化背景下员工知识共享的动机模型研究

Research on Employee's Motivation Model of Knowledge Sharing in the Context of Chinese Culture

本文通过探索性因素分析、验证性因素分析和结构方程分析,研究中国文化背景下员工知识共享的动机结构问题。结果发现,在中国文化背景下,员工知识共享动机主要由个人兴趣、集体情感与责任、规则服从、成就感知、关系建构五个部分构成;五个动机因子之间不是平行关系,而是存在相互影响;五个动机因子对知识共享行为的作用也不相同,个人兴趣、集体情感与责任是知识共享的主动性动机,对诱发知识共享行为起直接作用,而规则服从、成就感知、关系建构是知识共享的受控性动机,对诱发知识共享行为起间接作用。文章还对研究结论及其理论贡献和管理启示进行了讨论。

More and more people realize deeply the importance of knowledge in the age of knowledge economy. Knowledge sharing have become a hot theoretical and practical issue. Why are people willing to share their unique knowledge with others？ Many scholars have provided some answers to the problem, but we still lack knowl- edge about the motivation of knowledge sharing, especially in the context of Chinese culture. Chinese employee＇s motivation structure of knowledge sharing is studied by means of exploratory factor anal- ysis, confirmatory factor analysis, and structural equation model. This article finds that Chinese employees＇ motivations for knowledge sharing include individual interest, achievement perception, Guanxi building, submission to rules, and attachment and responsibility for collectivity; there are interactions among these five motivation fac- tors, and these factors have different influences on knowledge shar- ing. Individual interest, attachment and responsibility are autonomous motivations for knowledge sharing; the other three are controlled factors, they have impact on knowledge sharing by ways of media- tor effects of individual interest, and attachment and responsibility for collectivity. In the end, the conclusions, theoretical contribution and management enlightenment are discussed. The most important theoretical contributions are developing a scale to measure the moti- vations of knowledge sharing and giving out the model describing the motivation structure. According to this study, in order to encourage employees to share their work knowledge with colleagues, managers have to stimulate employees＇ interest in knowledge sharing and train their feelings of attachment and responsibility for collectivity. Man- agers must realize that such motivations as achievement perception, Guanxi building and submission to rules do not promote knowledge sharing necessarily. Only when these three kinds of motivations can encourage employees＇ interest in knowledge sharing, attachment and responsibility for collectivity are they able to be the power facilitate knowledge sharing. In addition, this study has proved it is a cultural issue to explore motivations of knowledge sharing. There is still a problem to be studied whether or not the motivation model in Chinese context is proper for western cultural setting.