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.

Abstract The purpose of the study was to determine the effects of environment, strategy, and organizational characteristics on the performance of accounting information systems (AIS). The degree of environment competition (EC) and perceived environmental uncertainty (EU) were adopted as the variables of environment. This research divided strategy into four dimensions: cost leadership (CL), marketing differential (MD), innovation differential (ID), and strategy breadth (SB). Organizational characteristics were measured by organic organization structure (OS) and task uncertainty (TU). The research also chose information scope (IS), timeliness (TI), aggregation (AG) and integration (IN) as the AIS characteristics to be studied within each dimension. User participation (UP) and top management support (TS) were adopted as the variables of organization support. User satisfaction (US), operation improvement (OP), and managerial performance (MP) were used as the surrogate to measure the performance of AIS. The responses of 143 managers were drawn from a cross-industry sample in Taiwan. The path analysis, MANOVA, and OLS regression were employed to test the hypotheses. The empirical results were as follow: First, the study illustrated the result of research model. (a) The degree of EC has direct and significant effect on IS and IN. And EU only has significant effect on IS. Besides, EC also has direct and significant effect on UP and TS. (b) This research find that CL has significant negative effect on IS, AG, IN, and TS. MD also has significant negative effect on AG and IN. CL, MD, ID, and SB were all have positive effect on TI. (c) OS has positive effect on IS, IN, and TS. TU has positive effect on IS. (d) AG and IN have positive effects on US, OP, and MP. IS has positive effect on US and TI has positive effect on MP. Finally, UP also has positive effect on US and MP. Second, the effect of strategy on the characteristics of AIS and organization support. (a) The enterprises pursuing MD, ID, or SB strategy need more broad-scope and higher integration information than adopting CL strategy enterprise. (b) The enterprises pursuing CL, MD, or ID strategy need more timely information than adopting SB strategy enterprise. (c) The enterprises pursuing SB strategy need more aggregation information than adopting CL strategy enterprise. (d) The enterprises pursuing MD, ID, or SB strategy put more emphasis than adopting CL strategy enterprise on the UP and TS. Third, the effect of contingency factors. (a) When a company facing higher degree of EC and EU, more broad-scope information could effectively enhance user satisfaction, operation improvement and managerial performance. (b) When a company pursuing CL strategy, higher degree of aggregation information will improve operation procedure. When a company¡¦s goal was for marketing differential, more timely and integration information were needed and less aggregated information should be provided for a better performance of OP and MP. When a company was pursuing ID strategy, AIS should provide more timely information. When a company was pursuing SB strategy, more emphasis should be on aggregation and integration information. (c) When a company pursuing MD strategy, OS structure, or facing higher TU, the emphasis on UP will improve US and MP.

Date: 2024-01-04 Level: Bachelor thesis in Business Administration, 15 cr Institution: School of Business, Society and Engineering, Mälardalen University  Authors: Andoni Saval Sanchez Rafael Reis Siribeli  Title: New Enterprise Resource Planning Implementation in the Swedish Landscape.  Supervisor: Emre Yildiz  Keywords: Organization Support, Organizational Inertia, Enterprise Resource Planning, Information Systems  Research question: What are the primary organizational support actions that employees from different firms in Sweden claim to impact the most when adopting new technologies?  Purpose: The purpose is to explore how organizational support actions affect employees' adoption of Enterprise Resource Planning (ERP) systems in Sweden, analyzing their adaptation, behavioral intentions and firm’s actions, and providing recommendations for firms in the edge of implementing such systems.  Method: Qualitive research by using semi-structured interviews and Thematic Analysis.  Conclusion: The study was conducted by collecting primary data in two organizations located in Sweden who had recently experienced an ERP system implementation, guided by literature on Organizational Inertia and Organizational Support theories with a strong focus in employee perceptions. A thematic analysis of the data resulted in the following findings, 7 primary organizational support actions and 8 barriers were identified within 7 employees in the 2 firms. These were, in terms of Organizational Support, Teamwork, Words of Appreciation, Open Communication, Recognition, Trust and Honesty, Hyper Care Workshops with Stakeholders, and Roles and Responsibility. In term of barriers, Language, Time Constraint, Gap of Knowledge of Own Operations, Lack of Knowledge Transfer, Lack of Clarity in Roles, Unpreparedness, Lack of Human Resources, and Underwhelming Contractors. The authors hope these results can function as an aid to organizations experiencing a technological transformation and shade some light to the struggles employees face in the process.

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.

Wendel (1994, p. 91) defined perceived organizational support (POS) as “organization support in terms of all things that relate to assistance and relationships amongst working peers and colleagues, which involve the feeling of need between superiors and subordinates . Rothbard (2001, p. 656) in defining job engagement (JE) listed two components which he thought were critical for its effectiveness on organizational functioning: (i) attention and (ii) absorption, with the former referring to “cognitive ability and the amount of time one spends thinking about the role”, while the latter “means being engrossed in a role and means the intensity of one’s focus on a role”. Organizational citizenship behavior (OCB) was first introduced by Organ in the 1980s and he defined the concept of organizational citizenship behavior “as discretionary behaviors by individuals (employees) that do not form part of formal requirements of a job, but are necessary and promote effective functioning of the organization (Organ, 1988)”. The objective of study was to explore the relationship between perceived organizational support and job engagement and their effect organizational citizenship behavior. Other relationships that were tested were first, the direct relationship between POS JE. Secondly, the combined effect of POS and JE on OCB. The study was conducted amongst nurses at Victoria hospital, in Alice within the Nkonkobe district municipality. The results showed a significant relationship between JE and OCB, whilst the relationship between POS and OCB was not accepted. The results for the other two hypotheses that were tested; (i) relationship between POS and JE, (ii) combined effect of POS and JE on OCB also showed that they were not accepted. The consistency scores for these variables were of international level (n=106). The Pearson correlation coefficients were used for hypothesis testing.