The relationship between high-commitment HRM and knowledge-sharing behavior and its mediators
AbstractPurpose – 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.
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Bibliographic InfoArticle provided by Emerald Group Publishing in its journal International Journal of Manpower.
Volume (Year): 32 (2011)
Issue (Month): 5/6 (September)
Contact details of provider:
Web page: http://www.emeraldinsight.com
Postal: Emerald Group Publishing, Howard House, Wagon Lane, Bingley, BD16 1WA, UK
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