知识治理机制与知识共享敌意的关系:员工关系的中介作用

The Effect of Knowledge Governance Mechanisms on Knowledge Sharing Hostility: The Mediation of Employee's Relations

为了考查"关系导向"的中国文化背景下企业的知识治理机制、员工间的人际关系与知识共享敌意之间的关系,研究开发了知识共享敌意测量问卷,并采用问卷对知识型企业中212名员工进行调查研究。结果表明:(1)交易型知识治理机制对员工的工具性关系起促进作用,契约型知识治理机制对员工的工具性关系起抑制作用,而对情感性关系起促进作用;工具性关系对知识囤积和知识排斥起促进作用,情感性关系对消极分享失败态度起抑制作用。(2)工具性关系在知识治理机制与知识囤积、知识排斥之间起中介作用,而情感性关系在契约型知识治理机制与消极的分享失败态度之间起中介作用。

With the accelerating process of global economic integration, knowledge sharing is the key role to improve the core competitiveness and innovation ability of the organization, and how to promote the behaviour of knowledge sharing is becoming the important strategic goal of the organizational knowledge managment. However, knowledge sharing hostility behaviors, such as the reasons of knowledge hoarding, the reasons of knowledge rejecting, and so on, commonly exist in all kinds of organizations, and have a huge negative impact on obtaining competitive advantage for those organizations. Thus, reasons and the governance of the production of knowledge sharing hostility gradually become the focuses of knowledge managers and researchers. As to the phenomenon of hindering the sharing of knowledge in organizations, this research makes an open type questionnaire survey and analyzes documents about the knowledge sharing hostility behaviors. This thesis also analyzes reasons of this phenomenon from three dimensions: the reasons for senders hoarding knowledge, the reasons for receivers rejecting knowledge and the reasons for passive attitudes towards sharing knowledge about mistakes. This phenomenon is defined as knowledge sharing hostility, and the Questionnaire for Knowledge Sharing Hostility is also made. After analysis on exploratory elements, we can find that this Questionnaire includes three determiners: the reasons for knowledge hoarding, the reasons for knowledge rejecting, and the reasons for passive attitudes towards sharing mistakes and failures. There are also ten items in this questionnaire. Reliability coefficient of inner consistency between determiners and total scale are.865,.796,.705 and.849 respectively. The result of confirmatory factor analysis shows the model matching each other well(χ2=40.959, df=32, χ2/df=1.280, CFI=.988, NFI=.947, GFI=.946, RMSEA=.045). From the empirical perspective, this paper intends to examine the relation between knowledge governance mechanisms and knowledge sharing hostility, as well as discussing the impact on this relation from interpersonal relationship among employees of the enterprises. The Questionnaire for Knowledge-governance Mechanisms, the Questionnaire for Knowledge-sharing Hostility, and the Questionnaire for Employee’s Relations are tested on 212 employees in knowledge-based enterprises, and the data is analyzed with AMOS21 software. The results are as following: first, transaction-based mechanisms have a significant and positive impact on knowledge hoarding and knowledge rejecting, commitmentbased mechanisms have a significant and negative impact on knowledge hoarding, knowledge rejecting and passive attitudes towards sharing mistakes and failures; Transaction-based mechanisms have a significant and positive impact on instrumental relationship, commitment-based mechanisms have a significant and positive impact on affective relationship, and have a significant and negative impact on instrumental relationship. Instrumental relationship has a significant and positive impact on knowledge hoarding and knowledge rejecting, affective relationship has a significant and negative impact on passive attitudes towards sharing mistakes and failures. Secondly, instrumental relationship plays a complete mediator role between transaction-based mechanisms and the reasons for knowledge hoarding and the reasons for knowledge rejecting. Instrumental relationship plays a partial mediator between commitment-based mechanisms and the reasons for knowledge hoarding and the reasons for knowledge rejecting. Affective relationship plays a partial mediator between commitment-based mechanisms and passive attitudes towards sharing mistakes and failures.