【作者】 姜道奎；

【导师】 张体勤；

【作者基本信息】 山东大学 ， 企业管理， 2012， 博士

【摘要】 在知识经济全球范围兴起的时代背景下,团队在组织竞争中发挥着越来越重要的作用。如何有效地进行知识管理是团队管理者必须重视的关键问题。知识管理是包涵知识获取、知识存储、知识共享与知识创新等在内的现代管理理论,其中,知识共享是知识管理的核心,也是知识管理的难点。知识共享主要发生在个人之间、团队以及大型组织之间及其内部,其中团队知识共享越来越成为知识管理研究的重要部分,是团队保持核心竞争优势的关键所在,是组织价值实现、提升成员满意水平的重要研究内容。团队的作用能否发挥出来,是团队目标能否实现的关键,而团队的知识共享则是团队发挥作用的核心问题。在回顾知识管理理论、团队理论、社会交换理论、社会认知理论等相关理论的基础上,对影响团队知识共享的因素从共享主体、共享客体、共享背景以及共享过程四个方面进行了分析。结合团队知识共享的特点,通过访谈,从知识共享的前因、中介和结果三个方面共八个变量,建立了团队知识共享机制的理论模型,提出了一系列研究假设。在参照以往学者对相关变量考察的基础上,通过设计问卷、预调查以及正式调查,利用统计分析软件和结构方程模型对样本数据进行了处理,对理论模型进行了检验和修正。本文根据研究的结论,结合管理实践,提出了有助于提高团队知识共享水平的建议,并对未来研究进行了展望。本文从团队知识共享要素、团队知识共享机制、提升团队知识共享水平的途径等方面回答了团队知识共享有哪些要素构成、团队知识共享机制是如何进行的等问题。本研究的主要结论有以下五点：(1)管理支持对知识共享激励有直接效应,对知识共享感知有间接效应,管理支持对知识共享行为、共享绩效同时存在直接影响和间接影响。其中,管理支持对知识共享激励的影响最为明显。(2)互惠主义规范对共享激励并不产生显著影响,但互惠主义规范对团队成员的共享感知有直接和间接影响,同时,互惠主义规范对共享行为、共享绩效同时存在间接影响。其中,互惠主义规范对共享感知的影响最为明显。(3)团队认同对共享激励并不产生显著影响,但对团队成员的共享感知有直接影响,同时,团队认同对共享行为存在间接影响,对共享绩效同时存在直接、间接影响。其中,团队认同对共享绩效的影响最为明显。(4)信任倾向对共享激励和共享感知都有直接影响,信任倾向更有利于促进共享激励的发生。信任倾向对共享行为和共享绩效的直接影响都不显著,但都存在通过共享激励或共享感知的间接作用。信任倾向最有利于产生激励效用,其次才是知识共享的意愿、态度等感知因素。(5)知识共享激励对共享感知有显著影响,而对共享行为和共享绩效的影响都不显著,即共享激励因素通过共享感知因素对共享行为和共享绩效产生间接影响：知识共享感知对共享行为和共享绩效对存在显著影响,知识共享感知对共享行为的作用更为明显；团队知识共享行为可以直接的产生共享绩效。本文所得的管理启示有以下四点：(1)选择合适的人员进入团队,建立团队领导或团队管理者对于团队整体及团队个体成员的管理支持。(2)团队领导或管理者要建立良好的知识共享规范体系,使团队的知识共享成为团队成员的自我规范。(3)团队领导或管理者应该创造良好的环境氛围,创造良好的团队知识共享文化,促进团队成员对组织的认同,并建立团队成员间的信任关系。(4)建立团队知识共享的激励体系,促进团队成员的知识共享意愿、态度等感知因素向积极方向转变。本文的创新之处主要有以下三点：(1)结合社会认知理论和社会交换理论,从互惠主义规范、团队认同及信任倾向等方面考察了这些因素在团队成员知识共享活动中的重要影响,发现了其对团队知识共享行为和绩效的重要影响,拓展了团队知识共享研究的理论视角。(2)将团队知识共享的预期收益、公平感知等因素纳入到共享激励因素中,同时将团队知识共享的意愿、态度等纳入到共享感知因素中,验证了共享激励与共享感知在团队知识共享机制中的中介效应。(3)从任务绩效、员工满意和技能提升等三个方面考察了团队知识共享的结果,验证了团队知识共享行为对知识共享绩效的理论关系,丰富了知识共享行为与知识共享绩效的实证研究。更多还原

【Abstract】 In the era of knowledge economy rising from the global scope, the team is playing a more and more important role in organizational competition. How to keep knowledge management effectively is the key matter that team managers must pay attention to. Knowledge management is the modern management theory, including knowledge acquisition, knowledge storage, knowledge sharing and knowledge creation, and knowledge sharing is the core of knowledge management, and also one of the difficulties of the knowledge management. Knowledge sharing mainly takes place between and among individuals, teams and large organization. Team knowledge sharing has become a more and more important part of knowledge management, and it has been the key of keeping the core competitive advantages of organizations, and also the realizing organization value, promoting members’level of satisfaction. Whether the function of the team plays a role or not, is the key of team’s aim success or not, while the issue of team knowledge sharing is the core of the team’s role.After reviewing the knowledge management theory, team theory, social exchange theory, social cognitive theory based on related work, the influencing factors of team knowledge sharing were analyzed. Considering the characteristics of the team knowledge sharing, the team knowledge sharing mechanism theory model was formed, and a series of research hypotheses were proposed as well. Through the questionnaire investigation of the effective sample, using the statistical analysis and structural equation model of the sample data processing, the theoretical results are amended. According to the results, combined with the management practice, team knowledge sharing improving advice were put forward, and the future study was discussed as well. This paper, from the aspect of team knowledge sharing elements, team knowledge sharing mechanism, ways of promoting level of team knowledge sharing, answered the questions of what are the elements the team knowledge sharing, how is team knowledge sharing mechanism and so on.The main conclusions of this work are mainly five points: 1. Management support has a direct effect on knowledge sharing incentives, and has an indirect effect on knowledge sharing perception. Management support has a direct and indirect influence effect on knowledge sharing behavior, knowledge sharing performance at the same time. Among them, the influence of the management support on knowledge sharing incentives is the most obvious.2. Effect of norm of reciprocity on knowledge sharing incentives is not significant, but norm of reciprocity has a direct and indirect effect on knowledge sharing perception. At the same time, norm of reciprocity has a direct and indirect effect on knowledge sharing behavior, knowledge sharing performance. Among them, the influence of norm of reciprocity on knowledge sharing perceptions is the most obvious.3. Effect of team identification on knowledge sharing incentives is not significant, but to team knowledge sharing perceptions, their is a direct effect. At the same time, the team identification has an indirect impact on knowledge sharing behavior. There is a direct and indirect influence of team identification on knowledge sharing performance at the same time. Among them, the influence of team identification to on knowledge sharing performance is the most obvious.4. Trust tendency has a direct influence on knowledge sharing incentives and knowledge sharing perceptions. Trust tendency is useful in promoting knowledge sharing incentives taking place. The direct impact of trust tendency on knowledge sharing behavior and sharing performance is not significant, but there is an indirect effect through the knowledge sharing incentives or shared perception. Trust tendency has an favorable effect on incentive, and followed by the will of the knowledge sharing, attitude, and other perception factors.5. Knowledge sharing incentives has a significant influence on sharing perceptions, and to sharing behavior and sharing performance, the influence is not significant, namely share incentive factors has an indirect effects through perception factors on knowledge sharing behavior and sharing performance. Knowledge sharing perceptions has a significant influence on the sharing behavior and sharing performance.The management enlightenment of this work are mainly four points:1. Choose the right people for the team, and build up the team leaders or team managers on management support for the team and team members.2. Team leaders or team managers should build up a sound knowledge sharing standard system, making the team knowledge sharing as team members’self norms.3. Team leaders or team managers should create a sound atmosphere, a good team knowledge sharing culture, promote the team members’organization identity, and establish a trust relationship among team members.4. To build up the team knowledge sharing rewards system, promoting the team members’knowledge sharing willingness and attitude, turn to positive direction of perception factors.The innovation of this paper are mainly three points:1. Combined with Social Cognitive Theory and Social Exchange Theory, from the aspect of norm of reciprocity, team identification and trust tendency, investigated these factors in the team members knowledge sharing activities, and found their important influence on team knowledge sharing behavior and performance. The research expand the team knowledge sharing theoretical perspectives.2. Bring the team knowledge sharing expected benefits, fair perception into the sharing incentive factors, and the the willingness and attitude of the knowledge sharing, into the sharing perception factors, established and verified the mediate effect of knowledge sharing incentives and perception.3. From the aspects of task performance, employee satisfaction and skills upgrading and so on, investigate team knowledge sharing results, build up and test the theoretical effect of team knowledge sharing behavior on knowledge sharing performance, enriched the empirical studies of knowledge sharing behavior and performance.更多还原