The Effect of Organizational Culture on Attitude toward Knowledge Sharing and Intention to Share- Trust as a moderating role

• Main Authors: Kit Hong, 黃傑康
• Other Authors: Hsin-hsin Chang
• Format: Others
• Language: en_US
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/95723319175463747905

碩士 === 國立成功大學 === 企業管理學系碩博士班 === 96 === Knowledge is regarded as one of the most important resources in contemporary enterprises. Many managers strongly agree that good knowledge management helps organization gain advantage from its own experience and tacit know-how, and bring benefits to enterprises. Therefore, to promote the willingness of individuals to participate and share their valuable knowledge to the organization are essential for the managers in today’s organizational environment. This study was associated with Theory of Reasoned Action (TRA) proposed by Ajzen and Fishbein to explore the variable of organizational culture, including incentive and reward, organizational commitment, collaboration, learning, and trust toward the attitude of employees toward knowledge sharing and their intention to share knowledge. Trust was not only an antecedent factor on attitude toward knowledge sharing, but also a moderator among the relationships of organizational commitment, collaboration, and learning toward attitude toward knowledge sharing. The population of the study was all the international business organizations in Taiwan. Paper-based questionnaire was used for data collection, as result, 213 questionnaires were collected. The author applied a two-step structural equation model (SEM) for data analyses. As results, the study found trust was the antecedent factor that not only had influence on the attitude toward knowledge sharing directly, and also did have moderating affect on the relationship between organizational commitment, and collaboration toward attitude toward knowledge sharing. Moreover, the employees who are elder, higher position, higher work seniority, and higher salary have higher organizational commitment to the organization. The study proposed that organizations should pay more attention to create a trustworthy atmosphere since it would facilitate employees to put more effort on organizational activities and enhance their willingness of knowledge sharing by increasing the relationships between employees and organization, and reducing fear of losing unique value in knowledge sharing. In future research, the complete framework of Theory of Planned Behavior (TPB) that extended from TRA and other cultural factors that enable knowledge sharing in organizations could be included and explored so as to understand the influential factors of knowledge sharing.