The technology is changing fast in current business environment, today¡¦s success maybe will be gone by tomorrow. Therefore, the organization needs to keep learning and innovating to survive. To become a willing sharing and creation organization, the firm needs to gather all the knowledge in department, group and each employee. The key success of knowledge sharning is the employee¡¦s willingness of sharning knowledge. The knowledge is created through people¡¦s interation and the knowledge sharing is built on people¡¦s relation. The purpose of this rearch is to explor the employee¡¦s knowledge sharing willingness through social network approach. In the other hand, the psychological ownership could bring positive work attitude. Therefore the moderating effect of psychological ownership to social network and knowledge sharing willingness will be discussed as well. The target groups of this study are production or technology related departments of high technology companies. The samples are engineers, deputy engineers and supervisors. The total valid samples are 7 companies, 13 departments and 159 employees. Research method includes social network analysis software Ucinet and Hierarchical Regression Analysis. The result shows psychological ownership could raise the engineers¡¦ knowledge sharing willingness and moderate the relationship between in-degree centrality of advice network and knowledge sharing willingness. The findings are as follows: 1. Network degree centrality of internal advice network does not affect knowledge sharing willingness. 2. Psychological ownership positively and significantly affected knowledge sharing willingness. 3. Psychological ownership as the moderator positively and significantly affected the network degree centrality of internal advice network and knowledge sharing willingness partially.

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.

People who have better relationship and help each other in an organization will be helpful to an organization, because they will have higher sharing willingness. Knowledge is not like the tangible products that we¡¦ll lose them if we share them with other people. In contrast, we can enhance the value of knowledge by sharing. Because human resource strategy is relative to everyone in an organization, and knowledge-oriented culture and knowledge sharing obstructions will also effect the knowledge sharing willingness, this thesis focus on the relationship among human resource strategy, knowledge-oriented culture, knowledge sharing obstructions, and knowledge sharing willingness. I use inducement strategy, investment strategy, and involvement strategy addressed by Dyer & Holder (1988) as foundation to analyze the difference of these strategies in knowledge sharing willingness. And I use eight characteristics of knowledge-oriented culture addressed by Wu (2001) as a moderator between human resource strategies and knowledge sharing willingness. Moreover, I also summarize knowledge sharing obstructions from literature and use factor analysis to divide many obstructions into four types to understand the relationship between sharing obstructions and knowledge sharing willingness. The four types are obstruction of interaction and development, obstruction of resource providing, obstruction of self satisfaction, and obstruction of communication. The samples are employees and managers of human resource department. After statistic analyzing, the results are summarize as following: 1¡BIn human resource strategies, inducement strategy has more influence on knowledge sharing willingness than investment strategy. 2¡BIn knowledge-oriented culture, higher degree of professionalism and openness, initiative of learning, experience sharing, and relationship and harmony will help involvement strategy to cause higher knowledge sharing willingness. 3¡BIn knowledge sharing obstructions, obstructions of cooperation and development, resource providing, and self motivation will influence knowledge sharing willingness. And obstruction of self motivation has stronger influence. 4¡BHuman resource strategies and knowledge sharing obstructions a.Using inducement strategy will cause fewer obstructions of cooperation and development, resource providing, self motivation, and communication. b.Using investment strategy will cause fewer obstructions of cooperation and development and resource providing. 5¡BKnowledge sharing obstructions and the interaction of human resource strategies and personal and organizational characteristics a.When using involvement strategy, people with longer seniority will cause fewer obstructions of resource providing. b.When using inducement strategy, high-tech enterprises will cause higher obstruction of communication. c.When using involvement strategy, foreign enterprise and joint venture will cause higher obstruction of communication. According to the conclusion, this thesis proposes some ideas and recommendations to relative authorities and following researches.