以社會交換理論與社會資本理論探討員工知識分享意願之影響因素

Abstract

企業運用知識累積核心能力，提升企業競爭力及創造組織價值，並結合外部專業共同合作，致力為顧客創造價值獲取最大利潤，端賴知識管理(knowledge management, KM)為企業競爭與經營管理的重要策略，就知識管理流程而言，知識從創造到移轉始終離不開人，知識管理成功關鍵，在於組織員工願不願意知識分享。研究採社會交換理論探討利益因素與成本因素、以社會資本理論詮釋人際互動因素，用以建立員工知識分享意願影響因素的理論架構，以國內已導入知識管理，或具有知識管理系統的政府機關與企業員工為對象，運用問卷進行實證研究。所提出的研究假設，內在利益因素（知識自我效能與樂於助人）、外在利益因素中有互惠性、人際互動因素則有廣義信任與認同共五個構念獲得支持，與知識分享意願間呈現顯著的正向相關；而其餘五個構念包括成本因素（流失知識權力、編纂知識所耗費時間與精力）、外在利益因素的組織獎勵與聲譽、人際互動因素的正面分享規範未獲得支持，研究結果提供管理者衡量組織中知識分享的情況，並用為促進員工知識分享意願的具體做法。

Knowledge Management helps an enterprise to cumulate its core competence, promote its competitive advantage and establish the core value for the organization, with the coordination of external consultancy, expect to bring value for customers and gain the maximum profit to the enterprise. KM can be recognized as one of the most important strategies in business management and winning competition. From the perspective of KM procedure, people are the key element from the creation to transferring of knowledge. The key to successful KM, is solely dependant on the willingness of knowledge sharing of employees within an organization. This study is based on social exchange theory to discuss the benefit factors and cost factors and social capital theory to explain contextual factor. According to these two theories, this study builds up its research frame, to analyze the factors which influence the willingness of knowledge sharing of employees. The research is sampled from government authorities that already adopted KM process and the employees who worked in the companies which underwent KM process as well. The method we use is empirical questionnaire research. The five dimensions including knowledge self-efficacy, enjoyment in helping others (Intrinsic Benefits factors), reciprocity (Extrinsic Benefits factor), trust and identification (Contextual factors), in this study are shown positive relationship to influence the willingness of knowledge sharing. On the other hand, lose knowledge power; waste codification effort (cost factors), organization reward and image (Extrinsic Benefits factor) and pro-sharing norms (Contextual factors) do not appear to impact the willingness of knowledge sharing. The study result could provide the mechanism to overview the condition of knowledge sharing within an organization, and provide a reference to improve the willingness of knowledge sharing among employees.