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.

Due to the progress in information and communication technologies, virtual teams have been widespread developed and adopted. People in different time zones and long-distance places can accomplish the same mission together with the help of virtual tools. It thus forces enterprises to review their structures and systems in their organization for accommodating to globalization economic. The concepts of accomplishing task via virtual team are spreads widely and rapidly in the business circle. It evoked many researches but most of these focused on the issues of communication among virtual team members or the computer-aided of forming groups, etc. There are few researches relative to virtual teams structure and their performances. In this study, we try to explore how the structure of virtual team influences their performances and discover whether the operational process affects the performances. The operational process in a virtual team will also be involved with knowledge management activities such as information gathering & dissemination and knowledge sharing. In this thesis, we explore the relationship among the virtual teams¡¦ structure, operational process, performances and knowledge sharing. The observation groups are 10 virtual teams from a class of Cyber University of NSYSU (http://cu.nsysu.edu.tw). Survey and content analysis research method were adopted to develop and analysis the datum collection and analysis. The finding of this study has proposed an integrated model, which was constructed by the concepts of virtual team¡¦s structure, team process, performances and knowledge sharing. This model may offer a concept as a reference for further research of virtual teams.

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.

Competing in the age of knowledge economics, we have faced a whole new regimentation since the traditional production elements become the secondary resources, the knowledge is exactly the primary resources to business. To multiply the knowledge value, business have to advocacy the concept of knowledge sharing as the more knowledge the employees share, the more worth the business have. In this study, we propose a knowledge sharing model based on the Theory of Planned Behavior to study how the IS personnel behave in their respective practices concerning knowledge sharing. Also, through reviewing of knowledge management and knowledge sharing literature, we have identified several antecedents contributing to knowledge sharing behavior and those affecting attitude, subjective norm, and perceived behavioral control. In validating our research model with SEM, our data supported all the individual causal paths postulated by TPB except the relationship from subjective norm to knowledge sharing intention. The importance of significant antecedents such as expected associations, expected loss, altruism, and task interdependence have impacted on the attitude toward knowledge sharing; the affect-based trust and task interdependence have impacted on the subjective norm, also, the resources fit has impacted on the perceived behavioral control. The result will be useful to both the academic and business in their advocacy of the conduct of knowledge sharing.

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.

Many learning organizations are using communities of practice as a strategy for knowledge sharing among members. Ensuring those members' participation in the activities of the community remains a problem for instructional designers, particularly in the case of communities that use an electronic environment as a means of communication. Wenger (1998) suggests that developing an "identity of participation" is the basis for an individual's motivation to participate in the practices of a community. In order to better understand the interplay of identity and motivation, this study supplemented Wenger's work with self-determination theory, which focuses on how motivation is produced by an individual's personality developing and functioning in a social setting. This framework was used in a mixed-methods study of a distributed community of practice for instructors from many different universities, in order to better understand the interplay between identity, motivation, and participation in such a community. The study found that age was an identity factor that made a statistically significant difference in motivation in this community, with participants over 60 years of age indicating that their basic needs for motivation were not being met as well as other age groups. It was also found that those who identified themselves as experts within the community did not feel motivated to share their knowledge, but instead saw their role as a passive receiver of information. Contrary to expected outcomes, community members did not report having technical concerns that hampered their motivation to participate, nor did they indicate having issues with the overseeing organization for this community. However, members did feel that the universities that employed them exerted undue control over their participation within this community, particularly in regards to demands on their time. / text

In the generational shift, sharing the knowledge of the older generation to the younger coworkers is an important consideration. The aim of this study is to explore knowledge sharing from aging workers to younger workers and the potential of improving knowledge sharing within organizations. A multiple case study was executed in three different organizational contexts: The Municipality, The School and The Manufacturer. The data collection consisted of semi-structured individual interviews, focus interviews, document analyses and statistics. The results were analyzed in within-case and cross-case analysis, triangulated and related to previous research. The conclusion is that knowledge sharing is generally perceived as a ninformal activity and an issue lacking strategic relevance in organizations. There are however possibilities to make knowledge sharing in the generational shift into a legitimate strategic consideration, if activities are formally created to support strategic objectives. A process for choosing and evaluating knowledge sharing programs is presented.