内部人身份感知与员工知识分享的关系研究

A research on the relationship between perceived insider status and knowledge sharing

本文探讨了内部人身份感知与员工知识分享之间的关系,尤其是两者关系的边界条件。基于社会交换理论与认知失调理论,利用185份有效调查问卷数据,本文通过层次分析法分析后发现:内部人身份感知对员工知识分享具有显著的正向影响;包容型领导水平越高,内部人身份感知对员工知识分享的正向影响越强;组织创新氛围强化了包容型领导在内部人身份感知与员工知识分享两者关系间的正向增强效果。

In the era of the knowledge economy, knowledge is an important strategic resource for enterprises to obtain a sustainable competitive advantage. However, the most valuable knowledge in the organization is scattered among different employees, and knowledge sharing is the voluntary behavior of employees. Therefore, although many organizations have taken many measures to activate organizational knowledge, and these measures are difficult to achieve effective results. Scholars point out that employees′ willingness and tendency to share knowledge would significantly increase when they integrate the concept of the organization into self-concept. And previous studies have also explored the positive role of organizational identity in employee knowledge sharing. Unfortunately, there are few kinds of literature to answer the important question of whether and how perceived insider status could affect employees′ knowledge sharing. Perceived insider status reflects the degree to which employees perceive that they belong to a specific organization and have the identity of "internal organization member", which focuses on the sense of belonging of employees in a specific organization. The significant difference between perceived insider status and organizational identity means that an employee may perceive that he/she has the identity of "internal organization member", but does not necessarily identify with the organization, and vice versa.By introducing inclusive leadership and organizational innovation atmosphere as moderating variables, this paper systematically explores the logical relationship between perceived insider status and employee knowledge sharing, as well as the boundary conditions of the relationship based on the theories of social exchange theory and cognitive dissonance theory. This study uses 185 valid questionnaire data obtained from time-lag design, results of hierarchical regression analysis show that, first, the perceived insider status has a significant positive impact on employee knowledge sharing;second, the higher the inclusive leadership level, the relationship will be strengthened when inclusive leadership is high;third, organizational innovation climate enhances the positive moderating effect of inclusive leadership between perceived insider status and employee knowledge sharing. The key contributions of this paper are as follows: first, this paper expands the understanding of prediction indicators of knowledge sharing in the literature and emphasizes the key role of employees′ perceived insider status in promoting knowledge sharing in management practice. In addition, considering that the perceived insider status and organizational identity are both parts of the "self-concept" of employees, but there are significant differences between them. Therefore, this paper complements and strengthens the understanding of the relationship between organizational identity and employee knowledge sharing, so that the literature can more comprehensively understand the knowledge sharing behavior of employees from the perspective of "self-concept". Secondly, this paper clarifies the boundary of the influence of perceived insider status on employee knowledge sharing by introducing inclusive leadership and also enriches the literature of insider identity perception and inclusive leadership. Thirdly, the most important contribution of this paper is to explore the influence of organizational innovation climate on the regulatory role of inclusive leadership based on the cognitive dissonance theory, which provides a new theoretical perspective for the follow-up research. Based on the theory of cognitive dissonance, this paper shows that a strong organizational innovation climate strengthens the positive enhancement effect of inclusive leadership on the relationship between perceived insider status and employee knowledge sharing and reveals that organizational climate is an important boundary condition to restrict the influence of inclusive leadership.