| Summary: | 碩士 === 元智大學 === 管理研究所 === 96 === Now it''s an age of knowledge and creativity. And knowledge depends on people to create and transform.
The future enterprises will fill with knowledge-workers; and knowledge-workers will chase knowledge just like the nomads chase water and grass for living---that is the reason why the enterprises should lay emphasis on knowledge management. Except for establishing healthy information system, knowledge sharing is one of the most important factors to promote knowledge management successfully. There are many factors to affect the willingness of sharing the knowledge: personal factor, interpersonal relationship, organization, etc. In the organization, except for horizontal interaction (member to member), is the vertical interaction (leader to subordinate) also affecting the willingness of knowledge-sharing? And how do the effects that culture, atmosphere or fair conditions bring in the organization? The leadership is a universal phenomenon, but cultures affect it a lot in its attitude, connotation and substantial application. If we rashly apply western theory and researching approach to Chinese leadership, we will ignore many unique and notable phenomenons. This research used paternalistic leadership (which peculiar to Chinese enterprises) to discuss the effects that leaders want to reveal the paternalistic leadership or the effects of subordinates about knowledge-sharing willingness on their perceived fairness, and wish to provide some directions and suggestions according to the research.
By way of empirical analysis, the research found that:
1. The paternalistic leadership has remarkable forecasting effect on perceived fairness: Benevolence leadership and moral leadership are positive-relative and authoritarianism leadership is negative-relative.
2. Perceived fairness (distributing fairness, procedural fairness, interactive fairness and systematic fairness) has positive forecasting effect on the willingness of knowledge-sharing.
3. The paternalistic leadership has positive forecasting effect on the willingness of knowledge-sharing.
4. Perceived fairness has intermediary effect on paternalistic leadership and the willingness of knowledge-sharing.
5. The variable of vital statistics in empirical research showed that: Men feel much stronger on paternalistic leadership and authoritarianism leadership than women. The elder employees have keener cognition than the younger regarding to distributing fairness. The public servants have keener cognition on moral leadership than the financial employees. But it is opposite regarding to authoritarianism leadership; the public servants have higher cognition on distributing fairness, systematic fairness, perceived fairness and higher willingness of knowledge-sharing than the financial employees; the senior employees have higher distributing fairness cognition than the junior. Finally, the superintendents have higher cognition on benevolence leadership, paternalistic leadership, distributing fairness, systematic fairness and perceived fairness than the non-superintendents.
|
|---|
