| dc.contributor | 企管系 | en_US |
| dc.creator (作者) | Chiang, Hsu-Hsin ; Han, Tzu-Shian ; Chuang, Ju-Sung | en_US |
| dc.creator (作者) | 江旭新;韓志翔;莊如松 | zh_TW |
| dc.date (日期) | 2011 | en_US |
| dc.date.accessioned | 26-二月-2014 15:06:01 (UTC+8) | - |
| dc.date.available | 26-二月-2014 15:06:01 (UTC+8) | - |
| dc.date.issued (上傳時間) | 26-二月-2014 15:06:01 (UTC+8) | - |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/64220 | - |
| dc.description.abstract (摘要) | 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 (關聯) | International Journal of Manpower, 32(5/6), 604-622 | en_US |
| dc.source.uri (資料來源) | http://dx.doi.org/10.1108/01437721111158224 | en_US |
| dc.subject (關鍵詞) | 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 (題名) | The retionship between high-commitment HRM and knowledge sharing behaviors and its mediators | en_US |
| dc.type (資料類型) | article | en |
| dc.identifier.doi (DOI) | 10.1108/01437721111158224 | en_US |
| dc.doi.uri (DOI) | http://dx.doi.org/10.1108/01437721111158224 | en_US |
