What makes people share knowledge? An investigation on the roles of organizational learning culture, creative self-efficacy, and organizational identification

Abstract

本研究由社會認知理論及社會認同理論角度，探討組織學習文化、創意自我效能、以及組織認同對知識分享行為的影響。藉由多層次研究設計與問卷調查方式，分析來自臺灣40 個政府機關共909 位公務員的有效問卷。研究結果指出：組織學習文化、創意自我效能、組織認同，均對知識分享行為具有顯著正向效果。此外，創意自我效能及組織認同在組織學習文化與知識分享行為的關係間，具有部分中介效果。是以，組織應建構有益於強化員工創意自我效能及組織認同的工作情境，以利促進其知識分享行為。本研究亦提出探討組織與員工關係時，應藉由整合組織與個人因素進行跨層次分析。

Drawing on social cognitive theory and social identity theory, we investigated the effects that organizational learning culture, creative self-efficacy, and organizational identification have on the knowledge-sharing behavior. Based on a multi-level research design, we surveyed 909 public-sector employees from 40 Taiwanese government agencies. We found that organizational learning culture, creative self-efficacy, and organizational identification had significant positive effects on knowledge-sharing behavior. Additionally, creative self-efficacy and organizational identification played critical roles since these two individual factors mediated the relationships between organizational learning culture and knowledge-sharing behavior. Our findings suggest that organizations should create favorable organizational contexts capable of reinforcing employee creative self-efficacy and employee organizational identification, which, in turn, promote knowledge-sharing behavior. This study also provides insights for future crosslevel integration analyses concerning how relationships between organizational factors and individual factors can benefit organizations and employees.