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The relationship between high‐commitment HRM and knowledge‐sharing behavior and its mediators

Hsu‐Hsin Chiang (Graduate Institute of Human Resource Development, National Hsinchu University of Education, Taiwan)
Tzu‐Shian Han (Department of Business Administration, National Chengchi University, Taiwan)
Ju‐Sung Chuang (Department of International Business, St. John's University, Taiwan)

International Journal of Manpower

ISSN: 0143-7720

Article publication date: 16 August 2011

Abstract

Purpose

The purpose of this study is to investigate the relationship between high‐commitment human resource management and individual knowledge‐sharing behavior. Furthermore, the mediating factors that link the relationship are examined.

Design/methodology/approach

The structural equation model was applied to test eight hypotheses by means of a survey of 198 practitioners.

Findings

High‐commitment human resource management was positively related to perceived organizational support. Perceived organizational support was positively associated with organizational trust and organizational commitment. Organizational commitment was positively related with knowledge‐sharing behavior. Perceived organizational support and organizational commitment mediated the relationship between high‐commitment human resource management and knowledge‐sharing behavior.

Research implications

First, enterprises can foster knowledge‐sharing behavior by adopting high‐commitment HRM. Second, when employees perceive organizational support, they generate organizational commitment and then perform knowledge‐sharing behavior, benefiting the organization.

Originality/value

From the perspectives of social exchange and social identity, this study demonstrated how high‐commitment HRM practices dominate knowledge‐sharing behavior via perceived organizational support and organizational commitment.

Keywords

Citation

Chiang, H., Han, T. and Chuang, J. (2011), "The relationship between high‐commitment HRM and knowledge‐sharing behavior and its mediators", International Journal of Manpower, Vol. 32 No. 5/6, pp. 604-622. https://doi.org/10.1108/01437721111158224

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited