The acquisition and creation of technological knowledge could be treated as a means to strengthen the innovative capabilities of SMEs. Knowledge management, therefore, plays an important role in company¡¦s performance and innovation. But knowledge transfer and sharing are the most difficult issues when implementing knowledge management. Many companies often encounter setbacks due to neglecting human nature and knowledge trading mechanism within organizations while implementing knowledge sharing. This paper is aimed to propose an integrated knowledge sharing and transfer model by applying network embeddedness, game theory, co-opetition and agent contest to solve the employee¡¦s dilemma and free-rider behavioral problems. This paper exploits the knowledge network to transfer knowledge across organizations, and discusses game theory in depth for knowledge sharing within organization. Based on knowledge sharing mechanism, we categorize high-tech firms into four types of knowledge sharing such as job guarantee, individual performance, team performance, and team learning. Empirical results showed that the type of team learning firm with agent contest and reward systems designed for both team and individual could build a co-opetitive knowledge-sharing environment. Based on knowledge transfer mechanism, the results show that IT, organizational culture, reward system and governmental policies have positive effects on enhancing knowledge network linkages. Steady and robust network linkages can benefit knowledge transfer and learning. The major sources of obtaining external knowledge are frorm academic research and international knowledge network for Taiwanese SMES. This paper suggest that overemphasize on domestic network and ignore the academic research and international networks may impede SMEs to acquire heterogeneous knowledge and innovation. The reward system and governmental policies have positive effects on corporate innovation. High levels of knowledge sharing and knowledge transfer capabilities are the major factors of improving innovation and organizational performance.

In the development of knowledge economy, knowledge is recognized as the most important resource for enhancing or sustaining competition advantage. It is also a key factor for maintaining the long-term success of organizations. The beginning and an important stage of knowledge management is knowledge sharing which is the key to organization creation, learning, performance, and the prediction of successful knowledge management. It will increase the accumulation of organizational knowledge and advance the organizational ability. Knowledge management is traditionally dominated by the viewpoint of information technology. Researchers have emphasized the importance of information technology infrastructure and application in knowledge delivery. However, while explicit knowledge sharing is depended on the utilization of information technology, studies also indicated that tacit knowledge sharing is mainly depended on informal interaction between co-workers¡¦ emotional and the degree of trust. Drawing on the perspective of social exchange theory, this research considers knowledge sharing as a social activity which is an exchange relationship between knowledge contributors and knowledge recipients¡]refer to team-member exchange, TMX¡^. In addition, the interaction between knowledge contributors and knowledge recipients is affected by the relationship between organization-member exchange¡]OMX¡^and leader-member exchange¡]LMX¡^. Therefore, this article investigates the factors which affect the willingness of knowledge sharing by considering the interaction and exchange relationship among individuals and organizations, managers, and other members in organizations. The individual and organization exchange relationship includes the challenging job characteristic and incentive system which provide by the organizations to motivate employees¡¦ knowledge sharing. Moreover, the inter-personal social exchange includes the interaction between co-workers and the interaction between individuals and managers. Employees would share their knowledge if they perceived the benefit of the interaction (either intrinsic or extrinsic) exceeded the cost (losing the power of holding the critical knowledge) of sharing the knowledge. This research investigated how organizational factors (including job characteristics and incentive system), inter-personal factors (including trust and social support between co-workers and leader-member interaction), and team commitment effect the willingness of knowledge sharing. Further, the article also took the team commitment as the mediator and the account of the knowledge characteristics (both importance and taciturnity) into consideration as the moderators. The hypotheses were tested using a sample of R&D team members who work at Hsinchu Science Park or Southern Taiwan Science Park. The twenty-eight technology firms were selected using convenience sampling. Out of the 1,220 questionnaires had been sent, the 650 of them were completed. The data were tested using one way ANOVA, correlation, and hierarchical multiple regression. The results indicated that organizational factors, inter-personal factors, and team commitment have positively related to the willingness of knowledge sharing. The team commitment fully mediated the relationship between willingness of knowledge sharing and incentive system, and leader-member interaction. The team commitment partially mediated the relationship between willingness of knowledge sharing and job characteristics, and co-worker interaction. In addition, the article also found that job characteristics, co-worker interaction, leader-member interaction, and team commitment were more strongly, positively related to the willingness of knowledge sharing when knowledge importance and taciturnity were being driven.

Abstract The advent of knowledge economy era signifies the importance of knowledge, and knowledge management is drawing great attention. The success of knowledge management depends on the willingness of employees to share knowledge. This research studies whether organization support and social support will affect employee's commitment to organization, and whether more commitment will make employees more willing to share knowledge for the benefit of the organization. Furthermore, this research will verify the mediating effect of organizational commitment on the interaction among organization support, social support and knowledge sharing willingness. This research uses questionnaires for experiment and verification, total 550 questionnaires are sent to traditional manufacturer and communication service companies located in Southern Taiwan, which are randomly selected from the top 1000 manufacturers and the top 500 companies according Business Week 2006, and 486 questionnaires returned. The effective questionnaires return rate is 88.4%. The results of this research is following: (1) The profession support and mission support had positively effect to the organization commitment, and the first had more effect than the second. (2) In the society support, the emotional support and the tool support had positively effect to the organization commitment, and the first had more effect than the second. Also the supervisor's support had more effect than the family and friend's support. (3) In the organization commitment, emotion had positively effect to the knowledge sharing willingness, but the persistent promise did not. (4)The supervisor and senior employee had more organization commitment and knowledge sharing willingness than other employees.

As the business environment become more uncertain, many organizations look for ways to gain competitive advantage. Outsourcing has thus become one of the effective ways for them to become flexible and more high-performance organizations through outside experts partner to raise employee¡¦s performance to the level necessary for achieving business goals. The purpose of this research is to study the issue of training outsourcing, to forecast the factors that affect the decision to outsourcing and to examine how partnership, knowledge sharing, institutional and human resource management issues are involved in training outsourcing. In addition, this research also shows interests in the role and competence of human resource development. Using a samples form the member which was published by CPC in 2001. We test a set of hypotheses among the variables. The results show that small and medium growing companies have higher training needs in the human resource area. Additionally, using logistic regression we shows that firm size, capital intensity and foreign business are the most significant impact factors for the decision of training outsourcing. Furthermore, the impact of outsourcing decision in the future is then examined. Results indicated that time pressure, the roles of program designers and marketer, and the competencies of understanding related law, diagnose organization needs skills, control skill, communicate skill and plan to implement project skill are key predictor of outsourcing decision. Finally, the result of the regression analyses shows that partnership, knowledge sharing and institutionalization have significantly direct effect on outsourcing performance. Human resource management plays a significant and negotiation role to moderate the relationship with institutionalization and knowledge sharing and this relationship influences firm¡¦s performance.

Today, knowledge resources have become one of enterprise¡¦s important assets and are the key factor for an enterprise to gain competitive advantage. Bill Gates in his book ¡uDigital Nervous System¡v pointed out that enterprise's competition is the competitions of knowledge and network in the future. Therefore, much attention has been paid to how knowledge is managed in supporting employee¡¦s knowledge activities. This study presents a methodology for classifying and modeling the enterprise knowledge for knowledge sharing based on Microsoft enterprise information portal solution. This methodology enables enterprise policymakers and system implementers to develop high-level strategies that fit user¡¦s demands in knowledge sharing and facilitate the implementation process. To illustrate the methodology, we use a real case from chemical industry to test the usability (including the concepts, application, and advantages) of the proposed methodology. The results indicate that with this approach, the implementation of enterprise information portal can be more easily and systematically.

This study is based on The Theory of Reasoned Action targeting elementary school teachers. The influential impacts of ¡§Resist the attitude of knowledge sharing,¡¨ ¡¨ Resist the subjective standard of knowledge sharing,¡¨and " Resist the control of the cognition behavior of knowledge sharing¡¨ on ¡§Resist intention of knowledge sharing¡¨ were the main study. This research is based on related scholar's research and consulted of elementary school teacher's questionnaire of the inquisition of opinion emendation as the research tool. Teachers of public elementary schools in Taiwan were targeted and conveniented samply and 291 questionnaires were sufficient as the result of 84.34¢H% return rate. All the data were analyzed by the statistics software ¡VSPSS version and Linear Regression supported the hypothesis. The results of this study can be concluded as the following:1. ¡§Resist intention of knowledge sharing¡¨ has shown influence by¡§ Resist the attitude of knowledge sharing,¡¨ and¡¨ Resist the subjective standard of knowledge sharing,¡¨and " Resist the control of the cognition behavior of knowledge sharing¡¨ .2. ¡§Resist intention of knowledge sharing¡¨ has shown the strongest influence by¡§ Resist the attitude of knowledge sharing,¡¨ and then " Resist the control of the cognition behavior of knowledge sharing¡¨ and ¡¨ Resist the subjective standard of knowledge sharing,¡¨in terms of obvious positive impacts .

The study mainly takes the viewpoints of civil staff members to investigate the perception of organizational change, and whether the perception has caused any impacts on organizational learning behavior, organizational commitment and knowledge sharing. Besides, the study investigates whether knowledge sharing varies with organizational learning behavior and organizational commitment. Therefore, the study also takes organizational learning behavior and organizational commitment as the mediating variables in the deeper analysis. Taking the staff members of Different Departments under the Executive Yuan as the targets, the study distributed 1,500 questionnaires to them, and collected 826 questionnaires in return. Having deducted 79 invalid questionnaires with incomplete answers, there were 747 valid questionnaires received, achieving a return rate of valid questionnaires at 49.8%. Through the use of SEM, the study proves the relationship of impacts among research variables. The proved results show that the perception of organizational change has significant positive impacts on organizational learning behavior. Between the perception of organizational change and knowledge sharing, organizational learning behavior causes mediating effects. And between organizational learning behavior and knowledge sharing, organizational commitment causes mediating effects. Since different staff members have varied individual characteristics, significant difference can be found in the perception of organizational change, organizational learning behavior and organizational commitment towards knowledge sharing.

Organizational memory has significant potential for companies’ competitive advantage, with mentoring considered a particularly effective method of transferring this knowledge. Older workers are often considered ideal mentors because of their experience and alleged willingness to pass on their knowledge. There is an associated assumption that these workers anticipate and experience positive outcomes from mentoring others. This thesis tested if these assumptions hold up in 21st century workplaces - some discriminatory practices towards older workers and a career contract that no longer guarantees employment, may discourage knowledge sharing. An organizational memory scale was constructed to help test the assumptions and an exploratory factor analysis involving 143 employees from eight companies resulted in 21 items and five correlated factors including socio-political knowledge, job knowledge, external network, history, and industry knowledge. Two confirmatory factor analyses, the first involving 287 employees and the second 115 retirees, found support for five correlated first-order factors and a second order factor, organizational memory. In a third study involving 134 employees, support was found for a model of organizational memory and empowerment. Age was found to relate to organizational memory but this relationship was mediated by organizational tenure. In turn, organizational memory was found to relate to psychological empowerment and the frequency with which participants were requested to share knowledge at work. Organizational memory, empowerment and request to train and mentor others also positively related to organization-based self-esteem. In the fourth study, an organizational case study involving 78 employees, support was found for a model of organizational memory and the intention to mentor within the context of an aging workforce. Generativity and the expected cost of the time and effort involved in mentoring mediated the relationship between organizational memory (specifically, socio- political knowledge) and the intention to mentor. Furthermore those participants with high scores on both organizational memory and occupational self-efficacy anticipated more cost in time and effort, and indicated less intention to mentor, than those with high organizational memory but low occupational self-efficacy. These findings challenge the assumption that experienced workers are, as a matter of course, willing to mentor others. In a final study involving 96 retired individuals, there were no significant differences found between retirees with and those without experience as a mentor, in career satisfaction and unwelcome work ruminations. However notably, the study showed that participants did experience unwelcome work ruminations even (as in the case of some) well into retirement. The thesis concludes with a summary of findings as they relate to the assumptions under examination, an outline of the overall implications of the findings for future research and for organizational practice, and closing remarks about the overall research contribution of the thesis.

A major challenge for knowledge management concerns motivating people to share their knowledge with others. Many companies address this challenge by implementing sophisticated knowledge management systems. However, despite investments in knowledge management systems and practices, significant failure rates are being reported. Studies show that an important reason for this is that people are often reluctant to share their personal knowledge. It is therefore key for companies to understand the factors that influence employee attitudes toward knowledge sharing. Previous research on motivation has attempted to understand employee attitudes, intentions and behavior in relation to organizational knowledge sharing. However, few studies have provided a comprehensive model that includes a key set of extrinsic and intrinsic motivators for knowledge sharing, such as self-efficacy, meaningfulness, impact, tangible rewards, verbal rewards, anticipated reciprocal benefits and reputation and examined their relationship with knowledge sharing attitude and intention. The objective of this research is to fill that gap by investigating how the salient intrinsic and extrinsic motivators influence knowledge sharing attitude and intention. From an extensive review of the literature, a research model was proposed and hypotheses were developed to explore the answers to the research questions. Data was collected through a survey in organizations in New Zealand and Partial Least Squares Path Modeling was used to analyze the data. Empirical results showed intention to share knowledge was determined by attitude towards knowledge sharing and self-efficacy, meaningfulness, anticipated reciprocal relationships and reputation had a significant impact on the attitude towards knowledge sharing. This research contributes to the knowledge sharing literature by providing a comprehensive model of knowledge sharing motivators, including motivators that have been largely ignored in prior studies, and by empirically examining the influence of the key intrinsic and extrinsic motivators on attitude towards knowledge sharing. Furthermore, this research benefits companies that are using or setting up knowledge management systems and practices by allowing them to better understand how to encourage employees to engage in knowledge sharing.

Healthcare is a knowledge-intensive field. A significant quantum of extremely vital and viable healthcare knowledge exists in a tacit form, yet due to various operational and technical reasons such healthcare knowledge is not entirely utilized and put into professional practice. The strong increase in expert work and knowledge-intensive fields make examining the topic timely and hypothetically interesting.The most significant contribution of this study is the increase in understanding, as well as, tacit healthcare knowledge sharing amongst physicians and clinicians with the type of collaborative tools and technologies they have at their disposal. Collaborative tools and technologies help employees of an organization work closely with their colleagues, partner organization and other volunteers as tacit healthcare knowledge sharing among clinicians such as sharing of best practices, tips and tricks, inter professional collaborative networking, clinical experiences and skills are known to have a significant impact on the quality of medical diagnosis and decisions.This paper posits that collaboration tools and technologies can provide new opportunities for tacit healthcare knowledge sharing amongst health-experts, and demonstrates this by presenting findings from a review of relevant literature and a survey conducted with Medical Doctors who have moderate to high interaction with collaborative tools and technologies in the healthcare industry. Semi-structure interviews were conducted with health-experts (Medical Doctors and clinicians) of Akademiska Hospital, Uppsala, Sweden. Final thematic analysis unveiled six themes as potential contributors of collaborative tools and technologies in facilitating tacit healthcare knowledge sharing among clinicians. The newly developed themes are described and interpreted briefly; extensive literature review has been carried out to relate the emerged themes with the literatures and part of interview participant responses are supported as well. Finally this research suggests further empirical studies shall be conducted to acknowledge this study.