本文關(guān)鍵詞： 人力資源管理實(shí)踐 競(jìng)值架構(gòu) 知識(shí)共享行為 中介效應(yīng)　出處：《沈陽工業(yè)大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：經(jīng)濟(jì)全球化以及信息技術(shù)等高新技術(shù)化紛至沓來,知識(shí)經(jīng)濟(jì)時(shí)代也接踵而至�，F(xiàn)如今企業(yè)組織的核心競(jìng)爭(zhēng)力早已變成企業(yè)知識(shí)以及核心技術(shù),信息技術(shù)的發(fā)展使企業(yè)高速運(yùn)轉(zhuǎn),更是深刻影響著管理手段以及途徑的變遷,企業(yè)知識(shí)管理早已成為國(guó)內(nèi)外企業(yè)管理者們新一輪的探究課題。面對(duì)企業(yè)發(fā)掘、識(shí)別、傳遞以及運(yùn)用知識(shí)使其在短時(shí)間內(nèi)充實(shí)豐富企業(yè)知識(shí)體系提升績(jī)效利益的需求,國(guó)內(nèi)外學(xué)者以及企業(yè)管理者們認(rèn)為知識(shí)共享行為無疑是最具快捷、有效以及簡(jiǎn)易等特點(diǎn)的方法手段。本研究主要關(guān)注在知識(shí)經(jīng)濟(jì)時(shí)代,在快速更替的變遷中,如何通過企業(yè)人力資源管理實(shí)踐的營(yíng)造出信任、互惠等知識(shí)共享情境,進(jìn)而促進(jìn)企業(yè)知識(shí)共享行為達(dá)到競(jìng)爭(zhēng)優(yōu)勢(shì)以及企業(yè)利益的增加。本文在Cabrera提出的知識(shí)共享動(dòng)力模型的基礎(chǔ)之上,運(yùn)用競(jìng)值架構(gòu)思維以及心理學(xué)相關(guān)知識(shí)推演提煉出四種知識(shí)共享企業(yè)情境�；谙嚓P(guān)理論研究的歸納與分析,提出人力資源管理實(shí)踐通過共享情境影響知識(shí)共享行為的理論模型。設(shè)計(jì)出調(diào)查試問卷后,運(yùn)用SPSS20.0對(duì)預(yù)測(cè)試問卷數(shù)據(jù)進(jìn)行探索性因素分析,得到內(nèi)容效度和結(jié)構(gòu)效度良好的正式問卷,隨后運(yùn)用AMOS21.0對(duì)調(diào)查數(shù)據(jù)進(jìn)行驗(yàn)證性因子分析以及結(jié)構(gòu)方程擬合模型進(jìn)行假設(shè)檢驗(yàn)以得出研究結(jié)論。實(shí)證檢驗(yàn)結(jié)果表明本文的理論模型基本上得到了驗(yàn)證,并且提出的33條假設(shè)中,有24條得到了證實(shí)。證實(shí)了人力資源管理實(shí)踐對(duì)知識(shí)共享行為具有積極影響的同時(shí),也驗(yàn)證了由競(jìng)值架構(gòu)所推演出的知識(shí)共享情境在不同人力資源管理實(shí)踐影響知識(shí)共享行為過程中所起到完全中介效應(yīng),以及人力資源管理實(shí)踐通過信任、互惠、自我效能以及認(rèn)可等不同的知識(shí)共享情境進(jìn)而影響知識(shí)共享行為的差異。結(jié)果表明,績(jī)效考評(píng)與認(rèn)可情境對(duì)知識(shí)共享行為的促進(jìn)作用不如其他HRMP活動(dòng)與情境。
[Abstract]:Economic globalization, information technology and other high and new technologies are coming in, and so is the era of knowledge economy. Nowadays, the core competitiveness of enterprise organizations has already become enterprise knowledge and core technology, and the development of information technology has enabled enterprises to run at high speed. It also deeply influences the changes of management means and approaches. Enterprise knowledge management has already become a new round of research topic for managers at home and abroad. Transfer and use of knowledge to enrich the knowledge system in a short period of time to enhance the performance of the interests of the demand, domestic and foreign scholars and business managers believe that knowledge-sharing behavior is undoubtedly the most rapid. This study focuses on how to create a knowledge sharing situation such as trust and reciprocity through the practice of enterprise human resource management in the era of knowledge economy and the rapid change of human resources management. And then promote the enterprise knowledge sharing behavior to reach the competitive advantage and the increase of enterprise interests. This paper based on the knowledge sharing dynamic model proposed by Cabrera, This paper deduces four kinds of knowledge sharing enterprise situations by using competitive value structure thinking and psychology related knowledge, and induces and analyzes them based on relevant theoretical research. This paper puts forward a theoretical model that human resource management practices influence the behavior of knowledge sharing through sharing situation. After designing the questionnaire, the author makes an exploratory factor analysis of the predicted test paper data by using SPSS20.0. A formal questionnaire with good content validity and structural validity was obtained. Then we use AMOS21.0 to verify the data of the investigation and test the hypothesis of the structural equation fitting model to get the conclusion. The empirical test results show that the theoretical model of this paper has been basically verified. And of the 33 hypotheses proposed, 24 have been confirmed. It is confirmed that human resource management practices have a positive impact on knowledge-sharing behavior at the same time, It also verifies that the knowledge sharing situation derived from the competitive value structure plays a complete intermediary effect in the process of different human resource management practices affecting the knowledge sharing behavior, and the human resources management practice through trust, reciprocity, Different knowledge sharing situations such as self-efficacy and recognition affect the differences of knowledge sharing behaviors. The results show that performance appraisal and recognition context can not promote knowledge sharing behaviors as much as other HRMP activities and situations.
【學(xué)位授予單位】：沈陽工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92

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