防御定向、动机氛围对企业中知识隐藏的影响
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摘要
知识隐藏是组织中个体面对知识请求时的故意隐瞒行为,抑制创新并削弱组织绩效。对注重安全和风险厌恶的防御定向员工来说,控制与保留知识可以维持自身优势,动机氛围调节了防御定向对知识隐藏的影响。为了揭示知识隐藏的动机和主要影响因素,本文运用实证研究方法,提出研究假设,并通过大样本分析检验假设得出结论。研究验证了防御定向对企业中知识隐藏具有促进作用,绩效氛围能够增强防御定向对知识隐藏的影响,且弱绩效氛围和强绩效氛围起的调节效果随防御定向变化而改变。掌控氛围削弱了防御定向对知识隐藏的影响,当防御定向较低时强掌控氛围起到更大的调节作用,当防御定向较高时弱掌控氛围作用更明显。绩效氛围和掌控氛围有相互抵消的倾向,组织中同时存在两种动机氛围时,各自的作用都会减弱。
Knowledge hiding is the intentional concealment behavior when employees face knowledge request,and it inhibits innovation and weakens organizational performance. Knowledge hiding and knowledge sharing are not completely opposite,and they are two independent concepts. The sharing emphasizes a voluntary behavior and actively shares knowledge. Lack of knowledge sharing may be due to lack of relevant knowledge. Actual observations show that employees may exhibit knowledge sharing and knowledge hiding behavior at the same time. Knowledge hiding has the characteristics of low reporting rate. Individuals who use knowledge hiding are often reluctant to be found by their own hidden intentions,such as workplace infringements. Many incentives that encourage employees to contribute knowledge are adopted,but they do not promote employee knowledge sharing intentions. Employees believe that hidden knowledge is more beneficial than sharing knowledge.The most fundamental motivation for individuals to hide knowledge comes from the protection of their own interests,because loss of knowledge is likely to weaken their competitive advantage. From the perspective of profit-seeking and avoiding harm,this study finds that regulatory focus theory will provide important clues and theoretical support for revealing the essential motivation of knowledge hiding. Regulatory focus theory divides the basic motivations of behavior into two types: one is promotion focus,the pursuit of achievement,to focus on achieving positive results,and the other is prevention focus,to pursue safety,to avoid negative consequences. Different focus can lead to important differences in individual behavior and profit-avoiding choices.Prevention focus employees in the organization are more focused on pursuing security and avoiding losses,so they may carefully control and retain knowledge,trying to maintain their competitive advantage by owning and controlling knowledge information,avoiding risks and maintaining stability. Helping others with knowledge requests is risky and may lose their competitive advantage,so prevention focus employees are more motivated to hide knowledge. Prevention focus has both traits and contextual characteristics,and is regulated by organizational strategies. Therefore,this study uses prevention focus as an important antecedent variable that affects knowledge hiding in organizations.Motivation is to be fermented in a certain atmosphere,and the motivational climate regulates the influence of motivation on behavior. Motivational climate in the workplace is a common view of employees' existing standards of success and failure. The feeling of this kind of climate will help employees understand what kind of behavioris organizational expectations and rewards,including mastery climate and performance climate. Mastery climate is a climate that emphasizes learning,cooperation,and establishes the concept of common destiny of employees. Employees will attach importance to common interests and choose to share their insights and lessons learned,rather than hiding knowledge. In the mastery climate,knowledge hiding behavior may not receive corresponding returns,negative reciprocity is not conducive to group achievement,and employees do not have to worry about the loss of sharing knowledge,even for prevention focus employees,the mastery climate will weaken the impact on knowledge hiding. In the performance climate,social comparison and team competition are valued,and knowledge hiding may give employees a competitive advantage and a chance to win. In order to avoid potential harm,the directional employees are more inclined to maximize their own interests by hiding knowledge. The performance climate strengthens the influence of prevention focus on knowledge hiding. Therefore,the motivational climate was chosen as the adjustment variable of the knowledge hiding in the research.Therefore,the problem that needs to be solved urgently is to find out the reasons for failure of knowledge sharing from the source,and to reveal the motives and main influencing factors of knowledge hiding. In order to solve this problem,this paper takes knowledge hiding in the enterprise as the dependent variable,prevention focus as the independent variable,mastery climate and performance climate as the adjustment variable,and constructs the research model. This paper uses empirical research methods to test hypotheses through large sample analysis and obtain conclusions.The study affirmed the prevention focus can promote the knowledge hiding,and the performance climate can enhance the impact to knowledge hiding by prevention focus. The moderating effect of weak performance climate and strong performance climate change with prevention focus changing. Mastery climate can weaken the effect to knowledge hiding by prevention focus. When the prevention focus is lower,strong mastery climate play a greater moderating role. Weak mastery climate can play more obvious role when the prevention focus is higher. There is a tendency for performance climate and mastery climate to counteract each other.When there are two kinds of motivational climates simultaneously in an organization,their roles will be weakened.This study attempts to explore the reasons for the possible failure of knowledge transfer from the source,revealing the individual motivation and motivational climate of employees ' hidden knowledge,which will promote the development of knowledge management and knowledge transfer theory. Most of the existing researches on knowledge transfer and sharing are based on the assumption that knowledge output is effective,and analyze the process,mechanism and influencing factors of knowledge transfer from the output to the input and integration by the inputers. The knowledge output may be reluctant. This study intends to reveal the knowledge hiding motives and their influencing factors in enterprises,subvert the assumptions that are too far-fetched and provide new theoretical ideas so as to link and integrate knowledge management theory and motivation theory and to expand the regulatory focus theory from the individual level to the organizational level.The research conclusions also have practical practicality,which provides theoretical guidance for the organization's design of employee knowledge sharing strategies and methods. The employee defense focus,which is the motivation of knowledge hiding individual,is regulated by organizational strategy. The research conclusions will also provide theoretical support for the organization to regulate employee motivation and foster mastery atmosphere. Based on the research,some meaningful follow-up studies can be carried out,which can further summarize the stimulating factors of situational promotion focus and prevention focus,as well as the process and mechanism of the influence of these factors on situational regulatory focus.
Knowledge hiding is the intentional concealment behavior when employees face knowledge request,and it inhibits innovation and weakens organizational performance. Knowledge hiding and knowledge sharing are not completely opposite,and they are two independent concepts. The sharing emphasizes a voluntary behavior and actively shares knowledge. Lack of knowledge sharing may be due to lack of relevant knowledge. Actual observations show that employees may exhibit knowledge sharing and knowledge hiding behavior at the same time. Knowledge hiding has the characteristics of low reporting rate. Individuals who use knowledge hiding are often reluctant to be found by their own hidden intentions,such as workplace infringements. Many incentives that encourage employees to contribute knowledge are adopted,but they do not promote employee knowledge sharing intentions. Employees believe that hidden knowledge is more beneficial than sharing knowledge.The most fundamental motivation for individuals to hide knowledge comes from the protection of their own interests,because loss of knowledge is likely to weaken their competitive advantage. From the perspective of profit-seeking and avoiding harm,this study finds that regulatory focus theory will provide important clues and theoretical support for revealing the essential motivation of knowledge hiding. Regulatory focus theory divides the basic motivations of behavior into two types: one is promotion focus,the pursuit of achievement,to focus on achieving positive results,and the other is prevention focus,to pursue safety,to avoid negative consequences. Different focus can lead to important differences in individual behavior and profit-avoiding choices.Prevention focus employees in the organization are more focused on pursuing security and avoiding losses,so they may carefully control and retain knowledge,trying to maintain their competitive advantage by owning and controlling knowledge information,avoiding risks and maintaining stability. Helping others with knowledge requests is risky and may lose their competitive advantage,so prevention focus employees are more motivated to hide knowledge. Prevention focus has both traits and contextual characteristics,and is regulated by organizational strategies. Therefore,this study uses prevention focus as an important antecedent variable that affects knowledge hiding in organizations.Motivation is to be fermented in a certain atmosphere,and the motivational climate regulates the influence of motivation on behavior. Motivational climate in the workplace is a common view of employees' existing standards of success and failure. The feeling of this kind of climate will help employees understand what kind of behavioris organizational expectations and rewards,including mastery climate and performance climate. Mastery climate is a climate that emphasizes learning,cooperation,and establishes the concept of common destiny of employees. Employees will attach importance to common interests and choose to share their insights and lessons learned,rather than hiding knowledge. In the mastery climate,knowledge hiding behavior may not receive corresponding returns,negative reciprocity is not conducive to group achievement,and employees do not have to worry about the loss of sharing knowledge,even for prevention focus employees,the mastery climate will weaken the impact on knowledge hiding. In the performance climate,social comparison and team competition are valued,and knowledge hiding may give employees a competitive advantage and a chance to win. In order to avoid potential harm,the directional employees are more inclined to maximize their own interests by hiding knowledge. The performance climate strengthens the influence of prevention focus on knowledge hiding. Therefore,the motivational climate was chosen as the adjustment variable of the knowledge hiding in the research.Therefore,the problem that needs to be solved urgently is to find out the reasons for failure of knowledge sharing from the source,and to reveal the motives and main influencing factors of knowledge hiding. In order to solve this problem,this paper takes knowledge hiding in the enterprise as the dependent variable,prevention focus as the independent variable,mastery climate and performance climate as the adjustment variable,and constructs the research model. This paper uses empirical research methods to test hypotheses through large sample analysis and obtain conclusions.The study affirmed the prevention focus can promote the knowledge hiding,and the performance climate can enhance the impact to knowledge hiding by prevention focus. The moderating effect of weak performance climate and strong performance climate change with prevention focus changing. Mastery climate can weaken the effect to knowledge hiding by prevention focus. When the prevention focus is lower,strong mastery climate play a greater moderating role. Weak mastery climate can play more obvious role when the prevention focus is higher. There is a tendency for performance climate and mastery climate to counteract each other.When there are two kinds of motivational climates simultaneously in an organization,their roles will be weakened.This study attempts to explore the reasons for the possible failure of knowledge transfer from the source,revealing the individual motivation and motivational climate of employees ' hidden knowledge,which will promote the development of knowledge management and knowledge transfer theory. Most of the existing researches on knowledge transfer and sharing are based on the assumption that knowledge output is effective,and analyze the process,mechanism and influencing factors of knowledge transfer from the output to the input and integration by the inputers. The knowledge output may be reluctant. This study intends to reveal the knowledge hiding motives and their influencing factors in enterprises,subvert the assumptions that are too far-fetched and provide new theoretical ideas so as to link and integrate knowledge management theory and motivation theory and to expand the regulatory focus theory from the individual level to the organizational level.The research conclusions also have practical practicality,which provides theoretical guidance for the organization's design of employee knowledge sharing strategies and methods. The employee defense focus,which is the motivation of knowledge hiding individual,is regulated by organizational strategy. The research conclusions will also provide theoretical support for the organization to regulate employee motivation and foster mastery atmosphere. Based on the research,some meaningful follow-up studies can be carried out,which can further summarize the stimulating factors of situational promotion focus and prevention focus,as well as the process and mechanism of the influence of these factors on situational regulatory focus.
引文
[1]Connelly,C.E.,Zweig,D.,Webster,J.,Trougakos,J.P..Knowledge hiding in organizations[J].Journal of Organizational Behavior,2012,33(1):64-88.
[2]Hislop,D..Mission impossible?Communicating and sharing knowledge via information technology[J].Journal of Information Technology,2002,17(3):165-177.
[3]Ford,D.P.,Staples,D.S..What is knowledge sharing from the informer’s perspective?[J].International Journal of Knowledge Management,2008,4:(4):01-20.
[4]Ford,D.P.,Staples,D.S..Are full and partial knowledge sharing the same?[J].Journal of Knowledge Management,2010,14(3):394-409.
[5]Husted,K.,Michailova,S..Diagnosing and fighting knowledge sharing hostility[J].Organizational Dynamics,2002,31(1):60-73.
[6]Cerne,M.,Nerstad,C.G.L.,Skerlavaj,M..Don't come around here no more:Knowledge hiding,perceived motivational climate,and creativity[J].Academy of Management Annual Meeting Proceedings,2012.
[7]Cerne,M.,Nerstad,C.G.L.,kerlavaj,M..What goes around comes around:Knowledge hiding,perceived motivational climate,and creativity[J].Academy of Management Journal,2014,57(1):172-192.
[8]何亦名,姜荣萍.组织中的知识隐藏行为:回顾与展望[J].中国人力资源开发,2014(13):49-55.He Yiming,Jiang Rongping.The knowledge hiding behavior in organizations:A review and prospect[J].Human Resources Development of China,2014(13):49-55.
[9]Argote,L.,Ingram,P..Knowledge transfer:A basic for competitive advantage in firms[J].Organizational Behavior and Human Decision Processes,2000,82(1):150-169.
[10]Martine,R.H..Share or not to share?Professional norms,reference groups,and information withholding among life scientists[J].Organization Science,2010,21(4):873-891.
[11]The globe and mail[EB/OL].The weekly web poll.Friday May 12,2006,C1.
[12]Peng,H.Why and when do people hide knowledge[J].Journal of Knowledge Management,2013,17(3):398-415.
[13]Webster,J.,Brown,G.,Zweig,D..Beyond knowledge sharing:Withhold knowledge at work[J].Personnel and Human Resources Management,2008,(27):01-37.
[14]Higgins,E.T..Beyond pleasure and pain[J].American Psychologist,1997,52(12):1280-1300.
[15]Avey,J.B.,Avolio,B.J.,Crossley,C.D..Psychological ownership:Theoretical extensions,measurement and relation to work outcomes[J].Journal of Organizational Behavior,2009,30(2):173-191.
[16]Nerstad,C.G.L.,Roberts,G.C.,Richardsen,A.M..Achieving success at work:The development and validation of the motivational climate at work questionnaire(MCWQ)[J].Journal of Applied Social Psychology,2013,(43):2231-2250.
[17]Schulte,M.,Ostroff,C.,Shmulyian,S.,Kinicki,A..Organizational climate configurations:Relationships to collective attitudes,customer satisfaction,and financial performance[J].Journal of Applied Psychology,2009,(94):618-634.
[18]Beersma,B.,Hollenbeck,J.R.,Humphrey,S.E.,Moon,H.,Conlon,D.E.,Ilgen,D.R..Cooperation,competition,and team performance:Toward a contingency approach[J].Academy of Management Journal,2003,(46):572-590.
[19]Johnson,M.D.,Hollenbeck,J.R.,Humphrey,S.E.,Ilgen,D.R.,Jundt,D.,Meyer,C.J..Cutthroat cooperation:Asymmetrical adaptation to changes in team reward structures[J].Academy of Management Journal,2006,(49):103-119.
[20]Poortvliet,P.M.,Giebels,E..Self-improvement and cooperation:How exchange relationships promote mastery-approach driven individuals’job outcomes[J].European Journal of Work and Organizational Psychology,2012,(21):392-425.
[21]Cumming,S.P.,Smoll,F.L.,Smith,R.E.,Grossbard,J.R..Is winning everything?The relative contributions of motivational climate and won-lost percentage in youth sports[J].Journal of Applied Sport Psychology,2007,(19):322-336.
[22]Liberman,N.,Idson,L.C.,Camacho,C.J..Promotion and prevention choices between stability and change[J].Journal of Personality and Social Psychology,1999,77(6):1135-1145.
[23]Neubert,M.J..The influence of ethical leadership and regulatory focus on employee outcomes[J].Business Ethics Quarterly,2013,23(2):269.
[24]Kark,R.,Di-jk,D.V..Motivation to lead,motivation to follow:The role of the self-regulatory focus in leadership processes[J].Academy of Management Review,2007,32(2):500-528.
[25]杨静,季晓芬,柳小芳,宝贡敏.国外知识共享氛围理论研究述评[J].科学学与科学技术管理,2008(4):112-115.Yang Jing,Ji Xiaofen,Liu Xiaofang,Bao Gongmin.Knowledge sharing climate:A literature review[J].Science of Science and Management of S.&T,2008(4):112-115.
[26]王士红.组织动机感知、损失感知及知识共享意愿[J].科研管理,2012,33(1):56-63.Wang Shihong.The perception of organizational motivation,the perception of loss,and knowledge sharing intention[J].Science Research Management,2012,33(1):56-63.
[27]Pensgaard,A.M.,Roberts,G.C..Elite athletes’experiences of the motivational climate:The coach matters[J].Scandinavian Journal of Medicine and Science in Sports,2002,(12):54-60.
[28]王仙雅,林盛,陈立芸,白寅.组织氛围、隐性知识共享行为与员工创新绩效关系的实证研究[J].软科学,2014,28(5):43-47.Wang Xianya,Lin Sheng,Chen Liyun,Bai Yin.An empirical investigation on the relationship between organization climate,tacit knowledge sharing behavior and innovation performance[J].Soft Science,2014,28(5):43-47.
[29]唐炎华,石金涛.我国知识型员工知识转移的动机实证研究[J].管理工程学报,2007,21(1):29-35.Tang Yanhua,Shi Jintao.Empirical research on the motivation of knowledge transfer in knowledge worker[J].Journal of Industrial Engineering and Engineering Management,2007,21(1):29-35.
[30]张华,孙春玲,安珣,宋红.授权氛围、心理授权与知识员工主动性的关系研究[J].预测,2014,33(3):69-74.Zhang Hua,Sun Chunling,An Xun,Song Hong.A study on the relationships among empowerment climate,psychological empowerment and personal initiative of knowledge employees[J].Forecasting,2014,33(3):69-74.
[31]王士红,徐彪,彭纪生.组织氛围感知对员工创新行为的影响-基于知识共享意愿的中介效应[J].科研管理,2013,34(5):130-135.Wang Shihong,Xu Biao,Peng Jisheng.The impact of organizational climate perception on employees innovation behavior:Based on the medium role of knowledge sharing intention[J].Science Research Management,2013,34(5):130-135.
[32]赵书松.中国文化背景下员工知识共享的动机模型研究[J].南开管理评论,2013,16(5):26-37.Zhao Shusong.Research on employee’s motivation model of knowledge sharing in the context of Chinese culture[J].Nankai Business Review,2013,16(5):26-37.
[33]Neubert,M.J.,Kacmar,K.M.,Carlson,D.S..Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior[J].Journal of Applied Psychology,2008,93(6):1220-1233.
[34]林陵娜,施建刚,唐代中.考虑知识隐藏的项目团队知识共享激励研究[J].科研管理,2015,36(5):162-170.Lin Lingna,Shi Jiangang,Tang Daizhong.Knowledge sharing incentive of project teams based on the perspective of knowledge withholding[J].Science Research Management,2015,36(5):162-170.
[2]Hislop,D..Mission impossible?Communicating and sharing knowledge via information technology[J].Journal of Information Technology,2002,17(3):165-177.
[3]Ford,D.P.,Staples,D.S..What is knowledge sharing from the informer’s perspective?[J].International Journal of Knowledge Management,2008,4:(4):01-20.
[4]Ford,D.P.,Staples,D.S..Are full and partial knowledge sharing the same?[J].Journal of Knowledge Management,2010,14(3):394-409.
[5]Husted,K.,Michailova,S..Diagnosing and fighting knowledge sharing hostility[J].Organizational Dynamics,2002,31(1):60-73.
[6]Cerne,M.,Nerstad,C.G.L.,Skerlavaj,M..Don't come around here no more:Knowledge hiding,perceived motivational climate,and creativity[J].Academy of Management Annual Meeting Proceedings,2012.
[7]Cerne,M.,Nerstad,C.G.L.,kerlavaj,M..What goes around comes around:Knowledge hiding,perceived motivational climate,and creativity[J].Academy of Management Journal,2014,57(1):172-192.
[8]何亦名,姜荣萍.组织中的知识隐藏行为:回顾与展望[J].中国人力资源开发,2014(13):49-55.He Yiming,Jiang Rongping.The knowledge hiding behavior in organizations:A review and prospect[J].Human Resources Development of China,2014(13):49-55.
[9]Argote,L.,Ingram,P..Knowledge transfer:A basic for competitive advantage in firms[J].Organizational Behavior and Human Decision Processes,2000,82(1):150-169.
[10]Martine,R.H..Share or not to share?Professional norms,reference groups,and information withholding among life scientists[J].Organization Science,2010,21(4):873-891.
[11]The globe and mail[EB/OL].The weekly web poll.Friday May 12,2006,C1.
[12]Peng,H.Why and when do people hide knowledge[J].Journal of Knowledge Management,2013,17(3):398-415.
[13]Webster,J.,Brown,G.,Zweig,D..Beyond knowledge sharing:Withhold knowledge at work[J].Personnel and Human Resources Management,2008,(27):01-37.
[14]Higgins,E.T..Beyond pleasure and pain[J].American Psychologist,1997,52(12):1280-1300.
[15]Avey,J.B.,Avolio,B.J.,Crossley,C.D..Psychological ownership:Theoretical extensions,measurement and relation to work outcomes[J].Journal of Organizational Behavior,2009,30(2):173-191.
[16]Nerstad,C.G.L.,Roberts,G.C.,Richardsen,A.M..Achieving success at work:The development and validation of the motivational climate at work questionnaire(MCWQ)[J].Journal of Applied Social Psychology,2013,(43):2231-2250.
[17]Schulte,M.,Ostroff,C.,Shmulyian,S.,Kinicki,A..Organizational climate configurations:Relationships to collective attitudes,customer satisfaction,and financial performance[J].Journal of Applied Psychology,2009,(94):618-634.
[18]Beersma,B.,Hollenbeck,J.R.,Humphrey,S.E.,Moon,H.,Conlon,D.E.,Ilgen,D.R..Cooperation,competition,and team performance:Toward a contingency approach[J].Academy of Management Journal,2003,(46):572-590.
[19]Johnson,M.D.,Hollenbeck,J.R.,Humphrey,S.E.,Ilgen,D.R.,Jundt,D.,Meyer,C.J..Cutthroat cooperation:Asymmetrical adaptation to changes in team reward structures[J].Academy of Management Journal,2006,(49):103-119.
[20]Poortvliet,P.M.,Giebels,E..Self-improvement and cooperation:How exchange relationships promote mastery-approach driven individuals’job outcomes[J].European Journal of Work and Organizational Psychology,2012,(21):392-425.
[21]Cumming,S.P.,Smoll,F.L.,Smith,R.E.,Grossbard,J.R..Is winning everything?The relative contributions of motivational climate and won-lost percentage in youth sports[J].Journal of Applied Sport Psychology,2007,(19):322-336.
[22]Liberman,N.,Idson,L.C.,Camacho,C.J..Promotion and prevention choices between stability and change[J].Journal of Personality and Social Psychology,1999,77(6):1135-1145.
[23]Neubert,M.J..The influence of ethical leadership and regulatory focus on employee outcomes[J].Business Ethics Quarterly,2013,23(2):269.
[24]Kark,R.,Di-jk,D.V..Motivation to lead,motivation to follow:The role of the self-regulatory focus in leadership processes[J].Academy of Management Review,2007,32(2):500-528.
[25]杨静,季晓芬,柳小芳,宝贡敏.国外知识共享氛围理论研究述评[J].科学学与科学技术管理,2008(4):112-115.Yang Jing,Ji Xiaofen,Liu Xiaofang,Bao Gongmin.Knowledge sharing climate:A literature review[J].Science of Science and Management of S.&T,2008(4):112-115.
[26]王士红.组织动机感知、损失感知及知识共享意愿[J].科研管理,2012,33(1):56-63.Wang Shihong.The perception of organizational motivation,the perception of loss,and knowledge sharing intention[J].Science Research Management,2012,33(1):56-63.
[27]Pensgaard,A.M.,Roberts,G.C..Elite athletes’experiences of the motivational climate:The coach matters[J].Scandinavian Journal of Medicine and Science in Sports,2002,(12):54-60.
[28]王仙雅,林盛,陈立芸,白寅.组织氛围、隐性知识共享行为与员工创新绩效关系的实证研究[J].软科学,2014,28(5):43-47.Wang Xianya,Lin Sheng,Chen Liyun,Bai Yin.An empirical investigation on the relationship between organization climate,tacit knowledge sharing behavior and innovation performance[J].Soft Science,2014,28(5):43-47.
[29]唐炎华,石金涛.我国知识型员工知识转移的动机实证研究[J].管理工程学报,2007,21(1):29-35.Tang Yanhua,Shi Jintao.Empirical research on the motivation of knowledge transfer in knowledge worker[J].Journal of Industrial Engineering and Engineering Management,2007,21(1):29-35.
[30]张华,孙春玲,安珣,宋红.授权氛围、心理授权与知识员工主动性的关系研究[J].预测,2014,33(3):69-74.Zhang Hua,Sun Chunling,An Xun,Song Hong.A study on the relationships among empowerment climate,psychological empowerment and personal initiative of knowledge employees[J].Forecasting,2014,33(3):69-74.
[31]王士红,徐彪,彭纪生.组织氛围感知对员工创新行为的影响-基于知识共享意愿的中介效应[J].科研管理,2013,34(5):130-135.Wang Shihong,Xu Biao,Peng Jisheng.The impact of organizational climate perception on employees innovation behavior:Based on the medium role of knowledge sharing intention[J].Science Research Management,2013,34(5):130-135.
[32]赵书松.中国文化背景下员工知识共享的动机模型研究[J].南开管理评论,2013,16(5):26-37.Zhao Shusong.Research on employee’s motivation model of knowledge sharing in the context of Chinese culture[J].Nankai Business Review,2013,16(5):26-37.
[33]Neubert,M.J.,Kacmar,K.M.,Carlson,D.S..Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior[J].Journal of Applied Psychology,2008,93(6):1220-1233.
[34]林陵娜,施建刚,唐代中.考虑知识隐藏的项目团队知识共享激励研究[J].科研管理,2015,36(5):162-170.Lin Lingna,Shi Jiangang,Tang Daizhong.Knowledge sharing incentive of project teams based on the perspective of knowledge withholding[J].Science Research Management,2015,36(5):162-170.