| Summary: | 碩士 === 國立成功大學 === 國際管理碩士在職專班 === 95 === The purpose of this study is to investigate factors influencing employees’ knowledge sharing, such as personality, leadership-member exchange, HR practices, and empowering leadership.
This study is using multilevel analysis, combination between individual level and group level to get a comprehensive data about knowledge sharing and trying to cover more stories than single level study. At individual level, this research try to identify kinds of employees’ personality and leadership member exchange (LMX) that are willing to share their knowledge. At group level, it will explore whether HR practices and leaders empowering their subordinates will affect the knowledge sharing or not.
We also test moderating factors in group level to get data whether HR practices and empowering leadership can moderate the relationship between personality and knowledge sharing.
The respondents of this study are the employees and branch managers of one Indonesia firm. The questionnaires were distributed to employees and branch manager in 42 branches. Among 42 branches, the questionnaires from 30 branches was returned back and was used to do further analysis.
This empirical study found that the Big Five factors of personality (agreeableness, openness to experience, and conscientiousness) have relationship with employees’ willingness to share their knowledge. Besides, leadership member exchange also can influence the knowledge sharing. How employees perceive their leaders in a company are considered to affect the knowledge sharing, here.
In group level, it was found that Human Resource Practices can moderate the relationship between personality and knowledge sharing of employees in the individual level. It means that HR Practices can be used as tools to influence the employees’ personality to improve their ability to share their knowledge to others. Empowering leadership in group level also has a moderating effect to employees’ knowledge sharing. A leader empowering their employees can be effective ways to let them interact, work and deliver their ideas and information to their teams. However, this study was not found the relationship between HR Practices and knowledge sharing since perhaps, HR Practices were not implemented very well in every branch of the company.
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