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

Author

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  • Hsu-Hsin Chiang
  • Tzu-Shian Han
  • Ju-Sung Chuang

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.

Suggested Citation

  • Hsu-Hsin Chiang & Tzu-Shian Han & Ju-Sung Chuang, 2011. "The relationship between high-commitment HRM and knowledge-sharing behavior and its mediators," International Journal of Manpower, Emerald Group Publishing, vol. 32(5/6), pages 604-622, August.
  • Handle: RePEc:eme:ijmpps:v:32:y:2011:i:5/6:p:604-622
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