TY  - JOUR
AB  - 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.
VL  - 32
IS  - 5/6
SN  - 0143-7720
DO  - 10.1108/01437721111158224
UR  - https://doi.org/10.1108/01437721111158224
AU  - Chiang Hsu‐Hsin
AU  - Han Tzu‐Shian
AU  - Chuang Ju‐Sung
ED  - Peter Nielsen
ED  - Palle Rasmussen
PY  - 2011
Y1  - 2011/01/01
TI  - The relationship between high‐commitment HRM and knowledge‐sharing behavior and its mediators
T2  - International Journal of Manpower
PB  - Emerald Group Publishing Limited
SP  - 604
EP  - 622
Y2  - 2024/04/25
ER  -