The Knowledge governance is the system guarantee of the knowledge management activities. Knowledge governance guides, incentives and constraints knowledge behaviors at a system level. It balances the interests of the parties of knowledge activities, and promotes the benefit optimization of knowledge activities. The knowledge sharing behaviors under the influence of knowledge management are a kind of behavior process and also the result of an organization system arrangement. Many scholars study the influence of knowledge management on knowledge sharing behavior from different sides. But the conclusion is instable due to influential factors, relation variables and constraining conditions. In addition, the inner affect mechanism of the knowledge management on knowledge sharing need further deeply explored. Finally, from organizational level, knowledge governance is the organizational level variables. Individual knowledge sharing is the individual level variables. Existing literature that analyze the affect mechanism of knowledge governance on knowledge sharing less use hierarchical analysis method that integrate organization and individual two aspects. So the research conclusions need to test and verify. Therefore, based on the shortage of the existing literature research, this paper analyzes the relationship of knowledge management on knowledge share behavior through introducing Perceived organizational support as intermediary variable. According to the literature review on knowledge governance, Perceived organizational support and individual knowledge sharing behavior, this study proposed four hypotheses as below:(1) Formal knowledge governance is positively related to informal knowledge governance;(2) Formal knowledge governance is positively related to individual knowledge sharing behavior;(3) Informal knowledge governance is positively related to individual knowledge sharing behavior;(4) Formal knowledge governance is positively related to perceived organizational support;(5) Informal knowledge governance is positively related to perceived organizational support;(6) Perceived organizational support is positively related to individual knowledge sharing behavior;(7) Perceived organizational support mediate the relationship between formal knowledge governance and individual knowledge sharing behavior;(8) Perceived organizational support mediate the relationship between Informal knowledge governance and individual knowledge sharing behavior. In order to verify the effectiveness of these hypotheses, Data were obtained from 621 employees in 140 knowledge groups of North China. Of the sample, 53.62% were male, 89.05% were bachelor degree or above, 76.97% have 5 years or more length of service, 87.76% were junior staff. As for the measurement of different variables, this study depended on a series of mature scales. Specifically, Formal knowledge management and informal knowledge management were measured using the measurement of the governance of formal and informal knowledge governance knowledge scale developed by Cao (2012); perceived organizational support using the questionnaire compiled by Eisenberger; the knowledge sharing behavior using a set of effective and reliable knowledge sharing behavior scale developed by Yi. The Coefficient alpha values of all the scales indicated that they were appropriate to aggregate the data. Based on the credibility and validity of the questionnaire, this study conducted the descriptive statistics and correlations for all variables as well as hierarchical linear model between organization and individual member to test all hypotheses above. Our result indicated that, as expected, (1) in the field of knowledge management, perceived organizations support was the bridge between organizational knowledge governance and individual knowledge sharing behavior. Knowledge management activities of Organizational level influence knowledge sharing behavior of employees through the formal knowledge governance on one hand, but more important is to indirectly influence to employee knowledge sharing behavior through perceived organizational support. (2) The influence of the organizational knowledge governance on individual knowledge sharing behavior was the result of multi-level interactions and complex process. Formal knowledge governance of Organizational level affect individual knowledge sharing behavior through three ways as follow: direct effect, indirect effects through informal knowledge governance and indirect effects through perceived organizational support. Informal knowledge governance influences the individual knowledge sharing behavior in single way indirect through perceived organizational support. Our study thus contributes to a better understanding of the 'black box' phenomenon that links organizational knowledge governance to individual knowledge sharing behavior and enriches knowledge of the knowledge management theory. The results from this study have practical implications for enterprise knowledge management. First, enterprises need to effectively create perfect knowledge governance mechanism. Second, the leader should pay more attention to employee's perceived organizational support. Although this study makes a number of contributions to the extant literature, there are limitations that must be highlighted. The first limitation is the samples data collected is limited in region and industry. The Second limitation is the division of knowledge governance needs further research. Another limitation is that the intermediary variable, effect path and mechanism need further exploration. The above three questions will be the direction of future research and improvement.
Key words
knowledge governance /
perceived organizational support /
individual knowledge sharing behavior /
cross level analysis
{{custom_sec.title}}
{{custom_sec.title}}
{{custom_sec.content}}
References
[1] Sofia Pemsel, Anna Wiewiora Ralf Müller, Monique Aubry, Kerry Brown. A conceptualization of knowledge governance inproject-based organizations [J]. International Journal of Project Management.2014, www.elsevier.com/locate/ijproman.
[2] Cummings, J.L.,Teng, B.The keys to successful knowledge sharing[J].Journal of General Management.2006,31(4):1-18.
[3] Foss N J.Alternative Research Strategies in the Knowledge Movement: From Macro Bias to Micro foundations and Multi-level Explanation[J].European Management Review, 2009(6):16-28.
[4] Foss, N.J., Husted, K., Michailova, S. Governing knowledge sharing in organizations: Levels of analysis, governance mechanisms, and research directions. [J]. Manga. Stud. 2010, (3),455-482.
[5] 何会涛,彭纪生,袁勇志.组织支持感,员工知识共享方式与共享有效性的关系研究[J].科学学与科学技术管理, 2009(11):122-128.He Huitao,PengJisheng,YuanYongzhi, Research among relationship between perceived organizational support, the ways of knowledge sharing behavior and sharing effectiveness[J] Science of science and management of s.& t. 2009,(11):122-128.
[6] Pemsel, S.,Müller, R.2012. The governance of knowledge in project-based organizations [J].Int.J.Proj. Manag. 30 (8), 865-876.
[7] Argote Land Ingram P. Knowledge transfer in organizations: a basis for competitive advantage in firms[J].Organizational Behavior and Human Decision Processes.2000, 82(1):150-169.
[8] Gooderham P, Minbaeva DB and Pedersen T. Governance Mechanisms for the Promotion of Social Capital for Knowledge Transfer in Multinational Corporations[J]. Journal of Management Studies.2011, 48(1):123-150.
[9] Cao Y and Yang X. The Impact of Knowledge Governance on Knowledge Sharing[J].Management Decision.2012,50(4):3-3.
[10] Grandori A. Governance Structures, Coordination Mechanisms and Cognitive models [J]. Journal of Management and Governance.1997,1(1):29-42.
[11] Peltokorpi V and Tsuyuki E. Knowledge governance in a Japanese project-based organization [J]. Knowledge Management Research & Practice.2006,4(1):36-45.
[12] 李维安.探求知识管理的制度基础:知识治理[J].南开管理评论, 2007(3):1-1.Li Weian.Explore the institutional basis of knowledge management: Knowledge governance [J]. Nankai Management Review. 2007 (3):1-1.
[13] Michailova S and Foss NJ. Knowledge governance: Processes and perspectives[M].Oxford: Oxford University Press.2009.
[14] 任志安.超越知识管理: 知识治理理论的概念、框架及应用[J].科研管理, 2007(1):20-26.RenZhian. Beyond the knowledge management: The concept, framework and application of knowledge governance theory [J]. Science Research Management. 2007, (1): 20-26.
[15] Cohen WM and Levinthal DA. Absorptive Capacity: A New Perspective on Learning and Innovation [J].Administrative Science Quarterly.1990, 35(1):128-152.
[16] Beugelsdijk S. Strategic human resource practices and product innovation [J].Organization Studies.2008, 29(6):821-847.
[17] McEvily, Das,Mccabe. Avoiding competence substitution through knowledge sharing [J].Academy of Management Review.2000, 25(2):294-311.
[18] Srivastava A, Bartol K and Locke EA. Empowering leadership in management teams: Effects on , knowledge sharing, efficacy, and performance [J]. AcademyofManagementJournal.2006,49(6):1239-1251.
[19] Foss N and Michailova S. Knowledge governance approach [M]. Oxford: Oxford University Press.2009.
[20] Dyer JH and Hatch NW. Using supplier networks to learn faster [J]. Sloan Management Review.2004, 45(4):57-66.
[21] Hansen MT. Knowledge networks: Effective knowledge sharing in multiunit companies[J].Organization Science,2002,13(3):232-248.
[22] Tsai W. Knowledge transfer in intra-organizational networks: Effects of network position and absorptive capacity on business unit innovation and performance [J] .Academy of Management Journal.2001,44(5):996-1004.
[23] Dhanaraj C, Lyles MA, Steensma HK and Tihanyi L. Managing tacit and explicit knowledge transfer in IJVs: The role of relational embeddedness and the impact on performance [J]. Journal of International Business Studies.2004,35(5):428-442.
[24] Inkpen AC. Knowledge transfer and international joint ventures: The case of NUMMI and general motors [J] .Strategic Management Journal.2008,29(4):447-453.
[25] KorYY and MahoneyJT. How dynamics, management, and governance of resource deployments influence firm-level performance [J]. Strategic Management Journal.2005,26(5):489-496.
[26] Kogut B and Zander U. Knowledge of the firm, combinative capabilities, and the replication of technology[J].Organization Science.1992,3(3):383-397.
[27] Jackson S, Chuang C, Harden E and Jiang Y. Toward developing human resource management systems for knowledge-intensive teamwork[J].Research in Personnel and Human Resources Management.2006,25:27-70.
[28] Felin T and Foss N. Strategic organization: A field in search of micro-foundations[J].Strategic Organization, 2005,3(4):441-455.
[29] 何进.知识共享的激励因素及其模型研究[D].重庆大学,2005.He Jin. The research of incentive and model of the knowledge sharing [D].Chongqing University,2005.
[30] 张昕光.组织知识共享的实现途径及其风险控制研究[D].东北大学,2005.Zhang Xinguang. Research on the realization ways of knowledge sharing and its risk control in organizations [D].Northeastern University, 2005.
[31] 黄晓明.企业团队知识共享机理及评价研究[D].中南大学,2006.Huang Xiaoming. Research on mechanism and evaluation of knowledge sharing in enterprise team [D].CentralSouth University, 2006.
[32] 宋艳.虚拟团队知识转移研究[D].山东大学,2007.Song Yan.Research on knowledge transfer in virtual team [D].Shandong University,2007.
[33] 付永华,周九常.我国图书馆知识共享调查分析报告[J].图书馆理论与实践,2008(1):12-16.Fu Yonghua, Zhou,Jiuchang. Survey analysis of Library knowledge sharing in our country [J].Library Theory and Practice, 2008, (1): 12-16.
[34] Eisenberger R, Huntington R, Hutehisom S et al. Perceived organizational support [J]. Journal of Applied Psychology.1986, 71(2):500-507.
[35] Eisenberger R, StinglhamberF,Vandenberghe C, Sucharski I and rhoades L. perceived supervisor support: Contributions to perceived organizational support and employee retention[J].Journal Of Applied Psychology.2002,87(3):565-573.
[36] 黄桂.强调“奉献”的企业为何不能如愿以偿?—基于国企组织员工交换关系的思考[J].管理世界,2010(11):105-113.Huang Gui. Why do enterprises emphasizing“dedication” fail to fulfill their wishes? Thing based on the relationship between state-owned organization and employee exchange [J] Management World,2010, (11):105-113.
[37] Liao SH, Chang JC and Cheng SC et al Employee relationship and knowledge sharing: A case study of a Taiwanese finance and securities firm [J] .Knowledge Management Research and Practice. 2004,2(1):24-34.
[38] 林钲棽,萧淑月.社会支持、信任、关系质量与组织知识分享行为之关系研究[J].台湾: 商管科技季刊,2005, 6(3):373-400.Lin Zhengqin and Xiao Shuyue. Research on the relationship of Social support, trust, relationship quality and organization knowledge sharing behavior[J].Taiwan: Business Technology Quarterly, 2005, 6(3):373-400.
[39] Cabrera A and Collins W .Determinants of individual engagement in knowledge sharing[J].International Journal of Human Resource Management.2006,17(2):245-264.
[40] William RK and peter VM. Motivating knowledge sharing through a knowledge management system[J].International Journal of Management Science.2008,36(1):131-146.
[41] Jialin Yi .A measure of knowledge sharing behavior: Scale development and validation [J].Knowledge Management Research & Practice.2009, (7):65-81.
[42] James LR .Aggregation bias in estimates of perceptual agreement[J].Journal of Applied Psychology.1982,67(2):219-229.
[43] Schneider B, White SS and Paul MC .Linking service climate and customer perception of service quality: Test of a causal model[J].Journal of Applied Psychology.1998,83(2):150-163.
[44] 方杰,张敏强,邱皓政.基于阶层线性理论的多层级中介效应[J] .心理科学进展,2010,18(8):1329-1338.Fang Jie, Zhang Minqiang and QiuHaozheng. Multilevel mediation based on hierarchical linear model [J].Advance In Psychological Science, 2010, 17 (8): 1329-1338.
