知識不同於一般的商品，其具有無形、內隱與價值不易判斷等特質，組織很難以權威、命令、或單以金錢的方式來要求員工主動分享其專屬的知識，以提高組織內知識運用與創造的循環。人力資源制度涵蓋整體企業，各項措施與內部員工息息相關，而員工個人主觀的支持知覺和對上司的信任態度，對其知識分享(Knowledge sharing)的行為存在可能的影響。本研究以社會交換理論為基礎，透過階層線性模式(Hierarchical Linear Modeling)的統計方法，以Snell & Dean(1992)提出的五種高承諾人力資源措施構面為組織層次變項，同時參考Eisenberger(1986）與Robinson(1994)所提出的知覺組織支持(POS)與信任(Trust)為個體層次的預測變項和中介變項，驗證跨層次與單一層次的變項對組織員工知識分享行為的影響。 本研究將問卷分為主管問卷與基層問卷，透過書面郵寄與電子郵件的方式進行發放，對象為台灣國內27家金融機構的管理人員與一般員工，參與本研究的公司涵蓋銀行、證券、保險、投信、郵局與期貨公司。我們經由實證分析，得到了以下的研究發現： 一、 員工的知覺組織支持的認知程度愈高，其採取知識分享的意願與行為也會愈高。 二、 員工的知覺組織支持的認知程度愈高，其對直屬上司的信任也會跟著增加。 三、 員工對直屬上司的信任程度增加，其採取知識分享的意願與行為也會愈高。 四、 對直屬上司的信任在員工的知覺組織支持與知識分享之間存在中介效果。 五、 高承諾人力資源措施對知覺組織支持之間的跨層次影響有顯著，個別措施中嚴格甄選、績效評估、外部競爭與內部公平薪酬制度對員工的知覺組織支持之間存在正向關係。 六、 高承諾人力資源措施對信任之間的跨層次影響不顯著，個別措施的關係皆不顯著。 七、 高承諾人力資源措施對知識分享之間的跨層次影響不顯著，個別措施中僅嚴格甄選對員工的知識分享之間存在正向關係。 依據本研究結論，提供具體建議予相關單位及後續研究者參考。 / Knowledge has the characteristics of being intangible, tacit and difficult to evaluate. So an organization can’t force its employees to actively share their own knowledge to others by using the ways of authority, command or high payment only. High Commitment Human Resource Management (HCHRM) system includes many practices which closely influence the whole company and individuals in the organization context. And in individual level, the knowledge-sharing behavior of employees may be changed by the factors of perception organization support (POS) for company and the Trust for supervisors. In this study, we use Hierarchical Linear Modeling (HLM) to investigate the relationship among HCHRM practices, POS, Trust and Knowledge Sharing (KS) in both single level and cross level. The research hypotheses all base on the theory of Social Exchange. We collected 956 valid questionnaires from the employers and employees in 27 financial companies in Taiwan. According to the results of our analysis, we found that POS and Trust in individual level were significantly and positively associated with the employees’ behavior of knowledge sharing. And Trust also had intervening effect between POS and KS. In cross-level analysis, HCHRM practices can only affect the variable of POS. Finally, we conclude with a brief discussion of the interpretations and implications of the results in the context of single-level and cross-level. We also provide some practical and reasonable suggestions for company supervisors and further research.