Please use this identifier to cite or link to this item:
https://ah.lib.nccu.edu.tw/handle/140.119/64220
DC Field | Value | Language |
---|---|---|
dc.contributor | 企管系 | en_US |
dc.creator | Chiang, Hsu-Hsin ; Han, Tzu-Shian ; Chuang, Ju-Sung | en_US |
dc.creator | 江旭新;韓志翔;莊如松 | zh_TW |
dc.date | 2011 | en_US |
dc.date.accessioned | 2014-02-26T07:06:01Z | - |
dc.date.available | 2014-02-26T07:06:01Z | - |
dc.date.issued | 2014-02-26T07:06:01Z | - |
dc.identifier.uri | http://nccur.lib.nccu.edu.tw/handle/140.119/64220 | - |
dc.description.abstract | Purpose – The purpose of this study is to investigate the relationship between high-commitment human resource management and individual knowledge-sharing behavior. Furthermore, the mediating factors that link the relationship are examined. Design/methodology/approach – The structural equation model was applied to test eight hypotheses by means of a survey of 198 practitioners. Findings – High-commitment human resource management was positively related to perceived organizational support. Perceived organizational support was positively associated with organizational trust and organizational commitment. Organizational commitment was positively related with knowledge-sharing behavior. Perceived organizational support and organizational commitment mediated the relationship between high-commitment human resource management and knowledge-sharing behavior. Research implications – First, enterprises can foster knowledge-sharing behavior by adopting high-commitment HRM. Second, when employees perceive organizational support, they generate organizational commitment and then perform knowledge-sharing behavior, benefiting the organization. Originality/value – From the perspectives of social exchange and social identity, this study demonstrated how high-commitment HRM practices dominate knowledge-sharing behavior via perceived organizational support and organizational commitment. | en_US |
dc.format.extent | 152668 bytes | - |
dc.format.mimetype | application/pdf | - |
dc.language.iso | en_US | - |
dc.relation | International Journal of Manpower, 32(5/6), 604-622 | en_US |
dc.source.uri | http://dx.doi.org/10.1108/01437721111158224 | en_US |
dc.subject | Human resource management; Job commitment; Knowledge management; Organizational commitment; Organizational trust; Perceived organizational support; Social exchange theory; Social identity theory; Taiwan | en_US |
dc.title | The retionship between high-commitment HRM and knowledge sharing behaviors and its mediators | en_US |
dc.type | article | en |
dc.identifier.doi | 10.1108/01437721111158224 | en_US |
dc.doi.uri | http://dx.doi.org/10.1108/01437721111158224 | en_US |
item.grantfulltext | restricted | - |
item.openairecristype | http://purl.org/coar/resource_type/c_18cf | - |
item.fulltext | With Fulltext | - |
item.openairetype | article | - |
item.languageiso639-1 | en_US | - |
item.cerifentitytype | Publications | - |
Appears in Collections: | 期刊論文 |
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604622.pdf | 149.09 kB | Adobe PDF2 | View/Open |
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