Abstract:

In the era of information technology and knowledge economy, knowledge resources are important sources for enterprises to maintain a sustainable competitive advantage. Because knowledge is dispersed, and embedded individually in organization，Only by sharing, melting and upgrading individual′s knowledge resources can the overall organizational performance be improved. However, as the case stands, it is difficult for employees to proactively share their own knowledge and experience. Therefore, how to increase the knowledge sharing behavior of employees has gradually become one of the most severe challenges faced by organizations.In the context of the globalization of economic development, diversity of staff and individual differences become the reality that managers must face. The subject of knowledge sharing is an individual within the organization. With the increase of the individual′s differences in age, character, work values and so on, Whether individual perception of dissimilarity affects employees′ knowledge-sharing behavior has not been effectively addressed at present. Answering this question cannot only theoretically enrich the factors that influence knowledge sharing behavior, but also help practitioners to remove barriers to knowledge sharing among employees.The theory of self-classification points out that the individuals will classify the society groups and divide the inner circle and the outer circle based on certain characteristics and behaviors of themselves and others, at the same time, they will show the different social interaction mode to two kinds of people. Based on the theory of self-classification, we believe individual will divide members differ from them into outsiders and show alienated interpersonal patterns (i.e. workplace ostracism), finally knowledge-sharing behavior will be reduced. Currently the research on workplace ostracism mainly focuses on the impact of on employees′ turnover intention and organizational citizenship behavior, etc. few scholars pay attention to the impact of workplace ostracism on knowledge-sharing behavior.The formation of social communication mode is not only related to the characteristics of the object of communication, but also to the characteristics of the individual itself. According to MCCLELLAND′s theory of social needs, individuals have social needs in addition to survival needs, and individuals who have different social needs often make the greatest efforts to meet their own main needs in social interaction.Individual perception of dissimilarity is the individual′s subjective psychological perception to others under the organizational situation, the individual who has different needs type may have the different attitude and behavior after feeling different from othersGuided by the above logic ,based on self-classification theory and social need theory, We built a theoretical model to explore the impact of individual perception of dissimilarity on workplace ostracism and knowledge sharing behavior as well as the moderating effects of achievement needs and affiliation needs in this process. The sample data from 356 employees and the hierarchical regression method are used to verify the hypothesis.This study opens a "black box" for the effect ofindividual perception of dissimilarity on knowledge sharing behavior. The conclusion shows that the individual perception of dissimilarity negatively affects the knowledge sharing behavior, workplace ostracism mediates the negative relationship between them, in other words，individual perception of dissimilarity influence knowledge-sharing behavior by influencing workplace ostracism，furthermore individual achievement needs and affiliation needs negatively moderate the relationship between the individual perception of dissimilarity and knowledge sharing behavior, as well as the relationship between the individual perception of dissimilarity and workplace ostracism. The higher individual achievement needs and affiliation needs, the weaker the negative relationship between the individual perception of dissimilarity and knowledge sharing behavior, and the weaker the positive relationship between the individual perception of dissimilarity and workplace ostracism. The results provide a new perspective and framework for the research of knowledge sharing.First of all, this study links self-classification theory and similar attraction paradigm and resource preservation theory with discretionary behavior in the organization. Secondly, based on the framework of theory of social needs, this study proves that the individual achievement needs and affiliation needs will influence their behavior in some ways. It emphasizes that not all individuals who perceived differences from others and suffer from workplace ostracism will refuse to carry out knowledge-sharing behavior, which can be influenced by the driving force of individual perception and internal needs. The individual achievement needs and affiliation needs are important factor to restrain the individual perception of dissimilarity and workplace ostracism. This paper provides a new perspective on how to restrict the negative effects of the individual perception of dissimilarity and workplace ostracism in the future. Finally, for the first time, this paper studies the transmission mechanism of the relationship between individual perception of dissimilarity and knowledge-sharing behavior by using workplace ostracism as an mediating variable. From the perspective of organizational management, the paper study the antecedents of workplace ostracism and its impact on employees′ extra-role behavior.At the same time, it has certain practical significance to the enterprise management practice. First, managers should manage and respect diversity in organizations, moreover recognize that each member in organization have different qualities and different ways to achieve their goals, consequently managers should create an open environment that allows employees to express their views comfortably, thereby employees conduct frequently higher-quality knowledge-sharing activities that enable them contribute unique expertise and experience to the organization. Second, managers can carry out high-level social communication and reciprocal activities through cross-functional training programs, then encourage employees to share work-related knowledge, information and skills. Managers need to identify and proactively intervene and protect employees who are excluded from the workplace. Finally, managers should distinguish the different social needs of employees, and improve the motivation of employees′ achievement needs by setting performance standards for different positions and carrying out corresponding training plans. The communication and interaction between different employees will be strengthened and the sense of belonging of employees to the organization will be improved through holding all kinds of cultural activities, such as team outreach activities and parties.

Key words: knowledge-sharing behavior, workplace ostracism, individual perception of dissimilarity, achievement need, affiliation need