| Summary: | 碩士 === 大同大學 === 事業經營學系(所) === 103 === With the time passing, the coming of the globalization makes the competitors to enterprises increase rigorously. Dessler (1994) believed that human resource is one of the most critical functions for enterprises and would become more and more important with the development of corporates. Many scholars (Ancona and Caldwell, 1987; Oldman and Cummings, 1996) also proposed the idea that innovation is the key to sustainable survival for corporates. Therefore, human resource management and innovation are more and more dispensable for companies. In enterprises, human resource management practices represent a powerful competitiveness. Besides, through human resource management practices, companies could create employees’ belongingness or stimulate employees’ willingness to share their own knowledge. In this way, the possibility of innovation would increase.
Peter F. Drucker (1993) has proposed that “The world is not becoming labor intensive, not materials intensive, not energy intensive, but knowledge intensive.” In the knowledge-intensive generation and under the business environment of intensive competition, knowledge represents the competiveness of a company. Through the process of knowledge sharing and transition, employee could absorb information and knowledge to improve the competence of an organization. However, the researches in the past put little emphasis on the associations among human resource management, affective commitment, knowledge sharing and innovation. Thus, in this research, human resource management practice is independent variable to probe the associations between knowledge sharing, affective commitment and innovation. Further, considering that the two factors, knowledge sharing and affective commitment, are the behavior of the member in an organization, we assigned these two factors as mediators to investigate whether affective commitment and knowledge sharing have the mediating effect on human resource management practice and innovation.
In this research, financial industry was the investigated object. Total 320 questionnaires were issued. Then, structural equation modeling (SEM) was utilized to proceed data analysis and verification. The results showed that human resource management practices significantly had positive influence on knowledge sharing, affective commitment and innovation. Meanwhile, affective commitment also positively influence on knowledge sharing. But knowledge sharing was uncorrelated with innovation. Hence, human resource management practices would not create new affects through the mediators, affective commitment and knowledge sharing. In the end of the study, the research suggestions and management meaning were provided as a reference for academic and practice field.
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