大陸台商企業員工跨文化知識分享之研究

The Role of Power Distance on Knowledge Sharing:A Case Study of Taiwanese Company in Mainland China

朱閔憶

指導教授 ： 賴志樫

國立臺灣師範大學/科技學院/國際人力教育與發展研究所/碩士(2007年)

摘要

The purpose of this study is to investigate the relationships among cultural issue, power distance and knowledge sharing behavior in a Taiwanese manufacturing company in Mainland China for investigating factors affecting employees’ willingness of knowledge sharing and knowledge sharing barriers in the case organization. Since the purpose of this study is to understand the behaviors how Taiwanese and Chinese employees share knowledge, relevant study about knowledge sharing and culture issue is reviewed. The employees from this Taiwanese company in Mainland China are the target population. 23 participants were interviewed and they had a questionnaire before interview. By face to face interview and on-site observation, the research result shows: (1) under formal and informal situation, employees will have different knowledge sharing attitude and behavior; (2) There are cultural differences between Taiwan and Mainland China, and these indeed influence employee knowledge sharing attitude and behavior; (3) From interviewee’s perspective, the most important source of power in working environment is capability; and (4) employees in Mainland China have larger power distance than in Taiwan, and employee’s knowledge sharing behavior is influenced by power distance.

並列摘要

The purpose of this study is to investigate the relationships among cultural issue, power distance and knowledge sharing behavior in a Taiwanese manufacturing company in Mainland China for investigating factors affecting employees’ willingness of knowledge sharing and knowledge sharing barriers in the case organization. Since the purpose of this study is to understand the behaviors how Taiwanese and Chinese employees share knowledge, relevant study about knowledge sharing and culture issue is reviewed. The employees from this Taiwanese company in Mainland China are the target population. 23 participants were interviewed and they had a questionnaire before interview. By face to face interview and on-site observation, the research result shows: (1) under formal and informal situation, employees will have different knowledge sharing attitude and behavior; (2) There are cultural differences between Taiwan and Mainland China, and these indeed influence employee knowledge sharing attitude and behavior; (3) From interviewee’s perspective, the most important source of power in working environment is capability; and (4) employees in Mainland China have larger power distance than in Taiwan, and employee’s knowledge sharing behavior is influenced by power distance.

並列關鍵字

knowledge sharing ； cultural issue ； power distance ； formal and informal situation ； source of power ； capability

參考文獻

Ardichvili, A., Page, V., & Wentling, T. (2003). Motivation and barriers to participation in virtual knowledge-sharing communities of practice. Journal of Knowledge Management, 7(1), 64.

Argyris, C., & Schon, D. (1978). Organizational learning: A theory of action perspective. Reading, Mass.: Addison-Wesley.

Bakos, J. Y., & Treacy, M. E. (1986). Information technology and corporate strategy: A research perspective, 10(2), 107-119.

Bartol, K. M., & Srivastava, A. (2002). Encouraging knowledge sharing: The role of organizational reward systems. Journal of Leadership & Organizational Studies, 9(1), 64-76.

Basabe, N., Paez, D., Valencia, J., Gonzalez, J. L., Rime, B., & Diener, E. (2002). Cultural dimensions and socioeconomic development, climate, and emotional hedonic level. Cognition and Emotion, 16, 103-125.