A Study of the Relationship between Knowledge Leadership, Knowledge Sharing and Trust: The Case of Academia Sinica

• Main Authors: Tso-Ping Ho, 何祚屏
• Other Authors: I-Jan Yeh
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/23542791085683405902

碩士 === 世新大學 === 行政管理學研究所(含博、碩專班) === 100 === Academic and research institutions are knowledge creators, verifiers, and disseminators. The importance of knowledge to academic and research institutions is therefore self-evident. Academic and research institutions have always adhered to the heritage style of knowledge leadership. However, in the increasingly competitive academic and research community, does the knowledge sharing of organization members with trust relationships mean individuals’ loss of knowledge capital? Is the knowledge leadership behavior being challenged? In good interpersonal and knowledge leadership, knowledge sharing is possible. Additionally, questions such as “Does harmony inside a group have an impact on the group members’ willingness to share knowledge?”, “Is the knowledge sharing behavior implicitly conservative for academic and research institutions, or is it altruistic and open?” still trigger curiosity. This study aimed to gain an insight into the current situation of the academic and research institution members’ knowledge leadership, knowledge sharing, and trust relationship and analyze the differences in knowledge leadership, knowledge sharing, the trust under different background variables in order to further explore the extent to which trust has influenced on knowledge leadership and knowledge sharing, as well as their correlations. Through the literature analysis method and questionnaire survey method in this study, with the Academia Sinica members (doctorate degree or higher) as the subjects, a total of 310 copies of questionnaires were distributed, of which 280 valid copies were recovered. Through empirical analysis, the results are as follows: 1. In terms of attribute, the members under 30 years of age showed highest recognition for knowledge leadership; the mathematics and science group and life science group showed highest recognition for knowledge leadership than the humanities and social sciences group; the supervisors had higher recognition than the non-supervisors. The members over 41 years of age were more willing to share the implicit knowledge; the life sciences group had higher recognition for knowledge sharing than the humanities and social sciences group. The females had more trust for their supervisors compared to the males. 2. There exists significant and positive correlation between knowledge sharing among the academic and research institutions and their trust relationships; in similar vein, the correlation between knowledge leadership and trust relationships is significant and positive. 3.“trust for the organization” and “trust for colleagues” had a significantly positive impact on “knowledge sharing”, thus indicating employee care must be taken into account in organizational development in order to produce a positive impact on knowledge sharing; “trust for the organization” and “trust for the supervisor” have a significantly and positive impact on “knowledge leadership”, especially when it comes to “bringing into full play the influence of leadership” and “integrating resources and equipment” that more efforts should be rendered. 4.The suggestions put forward in this study are as follows: (1) Promote “knowledge leadership”: encourage professional knowledge growth, regularly conduct seminars or workshops, and timely participate in decision-making mechanisms’; (2) Encourage members to engage in “knowledge sharing”: continue to promote various programs for researchers, put communication channels to good use, construct appropriate career development opportunities; and (3) enhance the “trust”: reappoint professional leaders and ensure the transparency of initial employment, renewed employment and promotion processes.