| Summary: | 博士 === 國立臺灣科技大學 === 資訊管理系 === 92 === Knowledge sharing culture is the most important organizational condition for successful knowledge management and exploitation. Moreover, knowledge sharing practices have been identified as contributing to the creation of innovative organizations. Numerous researchers have suggested that managerial perceptions regarding knowledge sharing and organizational support were significant facilitators of knowledge sharing practices. However, exactly how managerial and organizational perceptions of innovation characteristics affect knowledge sharing adoption intention has seldom been explored empirically.
This study examines the managerial and organizational factors influences on knowledge sharing adoption intention. Data collected from 154 senior managers in large Taiwanese organizations were used to test the research model using the structural equation modelling (SEM) approach. Based on the literature review, this study proposes two research models. The first model used Ajzen’s theory of planned behaviour (TPB) to develop and test a research model to assess the influence of the perceptions of senior managers on intentions to encourage knowledge sharing, namely the managerial-level model. Analytical results indicated that senior managers attitudes, subjective norms, and perceived behavioural control positively influenced intentions to encourage of knowledge sharing.
The second model is named the organizational-level model, which is designed to examine how facilitating conditions (e.g. organizational support and technology support) affect intention to adopt knowledge sharing practices by influencing perceived innovation characteristics. The analytical results showed that organizational support significantly influences perceived innovation characteristics, which in turn positively affect knowledge sharing practices adoption intention. Contrary to previous studies, this study found that technology support did not significantly affect perceptions of innovation characteristics related to knowledge sharing practices.
Based on the above empirical analysis and related literature review, this study develops a framework of knowledge sharing practices and a checklist for organizational knowledge sharing initiatives. The framework can be used by researchers for knowledge sharing hypothesis generation or observation in a case study setting, and also can be used by practitioners for benchmarking knowledge sharing practices.
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