The relationship between high‐commitment HRM and knowledge‐sharing behavior and its mediators

The relationship between high‐commitment HRM and knowledge‐sharing behavior and its mediators Purpose – The purpose of this study is to investigate the relationship between high‐commitment human resource management and individual knowledge‐sharing behavior. Furthermore, the mediating factors that link the relationship are examined. Design/methodology/approach – The structural equation model was applied to test eight hypotheses by means of a survey of 198 practitioners. Findings – High‐commitment human resource management was positively related to perceived organizational support. Perceived organizational support was positively associated with organizational trust and organizational commitment. Organizational commitment was positively related with knowledge‐sharing behavior. Perceived organizational support and organizational commitment mediated the relationship between high‐commitment human resource management and knowledge‐sharing behavior. Research implications – First, enterprises can foster knowledge‐sharing behavior by adopting high‐commitment HRM. Second, when employees perceive organizational support, they generate organizational commitment and then perform knowledge‐sharing behavior, benefiting the organization. Originality/value – From the perspectives of social exchange and social identity, this study demonstrated how high‐commitment HRM practices dominate knowledge‐sharing behavior via perceived organizational support and organizational commitment. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Manpower Emerald Publishing

The relationship between high‐commitment HRM and knowledge‐sharing behavior and its mediators

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7720
DOI
10.1108/01437721111158224
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this study is to investigate the relationship between high‐commitment human resource management and individual knowledge‐sharing behavior. Furthermore, the mediating factors that link the relationship are examined. Design/methodology/approach – The structural equation model was applied to test eight hypotheses by means of a survey of 198 practitioners. Findings – High‐commitment human resource management was positively related to perceived organizational support. Perceived organizational support was positively associated with organizational trust and organizational commitment. Organizational commitment was positively related with knowledge‐sharing behavior. Perceived organizational support and organizational commitment mediated the relationship between high‐commitment human resource management and knowledge‐sharing behavior. Research implications – First, enterprises can foster knowledge‐sharing behavior by adopting high‐commitment HRM. Second, when employees perceive organizational support, they generate organizational commitment and then perform knowledge‐sharing behavior, benefiting the organization. Originality/value – From the perspectives of social exchange and social identity, this study demonstrated how high‐commitment HRM practices dominate knowledge‐sharing behavior via perceived organizational support and organizational commitment.

Journal

International Journal of ManpowerEmerald Publishing

Published: Aug 16, 2011

Keywords: Human resource management; Perceived organizational support; Organizational commitment; Organizational trust; Social exchange theory; Social identity theory; Knowledge management; Job commitment; Taiwan

References

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