主管自己人與外人部屬的知識分享： 差序式領導的調節效果

The Relationship Between In-group Status And Knowledge Sharing: The Moderating Effect Of Differential Leadership.

葛玉璇(Yuhsuan Gur)

指導教授 ： 姜定宇

國立中正大學/社會科學院/心理學系/碩士(2013年)

摘要

過往雖有許多關於知識分享的研究，但是對於差序式領導行為與知識分享的之間關係的釐清，仍在起步階段。差序式領導在華人組織領導中有著獨特的地位，領導者將部屬區分為自己人部屬以及外人部屬，並給予不同的對待。因此，在差序式領導的影響下，對於團體內知識分享的理解，是必須區分成自己人部屬與外人部屬，才能加以釐清。此外，本研究更進一步將知識分享內容區分為一般性知識與隱匿性知識，以瞭解差序式領導下同儕知識分享的影響。本研究採用問卷調查法與實驗法，兩項研究來進行。研究一是以台灣企業團體為對象進實施測，蒐集64套團隊問卷，主要結果為：1.個體的自己人程度越高，知覺到自己人部屬的一般性知識分享行為會越強。 2. 個體的自己人程度越高，知覺到自己人部屬的隱匿性知識分享行為會越強。 3.自己人部屬的隱匿性知識分享與個體自己人程度的關聯性，在差序式領導高時會更加的明顯；研究二是以情境故事法，蒐集121有效樣本，主要結果為：1.當個體為自己人部屬時，對於自己人部屬的一般性知識分享會有所提升。.2當個體為自己人部屬時，對於自己人部屬的隱匿性知識分享會有所提升。綜合兩項研究結果指出：部屬身份類別（自己人或外人）會影響知識分享的內容與對象，而差序式領導則會促進自己人部屬之間的隱匿性知識分享。最後再探討本研究的貢獻與限制，並說明未來研究方向以及實務導向。

關鍵字

差序式領導

並列摘要

Although there are many studies about knowledge sharing, the relationship between differential leadership and knowledge sharing is still unclear. Differential leadership has a unique position in Chinese organizational leadership studies. Group leaders would categorize the subordinates as in-group members and out-group members and treat these two groups differently. In order to understand the influence of differential leadership, it is essential to clarify the role of identity played toward knowledge sharing. In addition, the present study also tried to classify knowledge in to two different contents, general knowledge and latent knowledge, so that, we can have a better understanding of knowledge sharing under differential leadership. Present study conducted both survey and scenario studies in this research. Study 1 was the survey study. The target group of Study 1’s survey study was focused on Taiwanese organizations, which included 64 different work teams. The results showed: 1. there was a positive correlation between of knowledge receiver’s in-group level and in-group member’s sharing behavior of general knowledge. 2. There was a positive correlation between knowledge receiver’s in-group level and in-group member’s sharing behavior of latent knowledge.3. Differential leadership would positively moderate the effect between the knowledge receiver’s in-group level and the in-group member’s sharing behavior of latent knowledge. Study 2 analyses 121 students’ knowledge sharing attitude under the effect of differential leadership through the scenario study. Study 2 also indicated that the attitude of in-group members’ knowledge sharing were more favored toward other in-group members, no matter what the knowledge content was. Based on the result of study 1 and 2, present study found that subordinate’s identity would affect the individual’s knowledge sharing behavior and what constant had been shared. Moreover, the result also proved the effectiveness of differential leadership toward in-group subordinates’ latent knowledge sharing. Present study had also discussed the contribution and limitation of the study. Present study also discussed the contribution and limitation of the study. The suggestions for future study and the empirical implication is presented at the end of the study.

並列關鍵字

Differential leadership

參考文獻

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