Knowledge Sharing Scale – Chinese Version

Description

In the context of the knowledge economy, enterprises increasingly rely on the knowledge resources within the organization to acquire sustained competitive advantages. Understanding how proprietary knowledge resources mastered by individual employees can be integrated into collective knowledge resources through knowledge sharing among colleagues becomes a crucial aspect for strategic human resource management (HRM) scholars to unravel the enigma of human capital emergence. Knowledge sharing refers to the behavior where knowledge sharers are willing to proactively help others by sharing their experiences and insights. The willingness and behavior of colleagues to share knowledge is most likely influenced by the trust between them. Higher levels of skill trust and emotional trust among colleagues encourage them to share knowledge resources and believe that sharing knowledge will not lead to adverse consequences for themselves.

The introduction of the High Commitment Work System aims to enhance employees’ organizational commitment and encompasses decision-making systems related to employee selection, training, utilization, and retention. Compared to the High Control Work System, High Commitment Work Systems are more likely to establish long-term employment relationships and psychological contracts between employees and organizations. Employees’ perceptions of HRM practices can vary, leading to different attitudes and behavioral outcomes among them. Hislop pointed out that when organizations implement High Commitment Work Systems to manage employees, employees develop a perception of reciprocal commitment, thus enhancing their work motivation, autonomy in decision-making, and willingness to share proprietary knowledge resources with colleagues.

Research by Tian Lifafa found that the positive direct effect of High Commitment Work Systems on knowledge sharing is significant; trust relationships partially mediate the relationship between High Commitment Work Systems and knowledge sharing; High Commitment Work Systems can influence knowledge sharing among male employees by fostering trust, but they do not influence knowledge sharing among female employees through trust. The impact of High Commitment Work Systems on trust relationships and knowledge sharing among female employees is stronger than that among male employees.

Authors and Contact Email

Tian Lifafa. Email information not available.

Purpose

To examine the impact of High Commitment Work Systems on knowledge sharing and the mediating role of trust relationships, with a focus on gender differences.

Test Year

Information not available.

Administration Method and Scoring

Tian Lifafa revised the Knowledge Sharing Scale developed by Collins et al., including two aspects: willingness to share knowledge (知识共享意愿) and behavior of sharing knowledge (知识共享行为), consisting of a total of 7 items. The Cronbach’s alpha coefficients for the knowledge sharing willingness and behavior scales were 0.82 and 0.76, respectively.

Reliability and Validity

Cronbach’s alpha reliability coefficients: Knowledge sharing willingness (知识共享意愿) α = 0.82, Knowledge sharing behavior (知识共享行为) α = 0.76.

Factors and Subscales

– 知识共享意愿 (Knowledge Sharing Willingness)
– 知识共享行为 (Knowledge Sharing Behavior)

Keywords

Knowledge sharing, High Commitment Work System, trust, human resource management, gender differences.

Items in Chinese

1. 为了跟上企业新理念、新产品或服务水平，我愿意与同事共享新想法和知识。
2. 我愿意共享自己的专业知识，帮助企业提出的新项目或新想法得以有效实施。
3. 我愿意与同事共享知识。
4. 同事间通过共享知识有助于彼此知识水平的提升。
5. 通过与同事交换和结合知识比自己独立完成工作任务更迅速。
6. 对遇到的工作问题我们能够熟练地通过交换和结合知识使问题得以解决。
7. 当工作任务完成时，我发觉共享知识的方式能够从同事身上学到很多新知识。

Items in English

1. In order to keep up with new ideas, products, or service levels of the company, I am willing to share new ideas and knowledge with my colleagues.
2. I am willing to share my professional knowledge to help effectively implement new projects or ideas proposed by the company.
3. I am willing to share knowledge with my colleagues.
4. Sharing knowledge among colleagues helps to enhance each other’s knowledge levels.
5. Exchanging and combining knowledge with colleagues is faster than completing tasks independently.
6. We can solve encountered work problems skillfully through exchanging and combining knowledge.
7. When tasks are completed, I find that sharing knowledge allows me to learn a lot of new knowledge from my colleagues.

References

田立法.高承诺工作系统驱动知识共享:信任关系的中介作用及性别的调节作用[J].管理评谢婷.情感事件理论视角下员工跨界行为对知识共享的影响机制：工作旺盛感和情绪耗竭的中介作用[D].西华大学,2021.DOI:10.27411/d.cnki.gscgc.2021.000063.论,2015,27(06):148-159.DOI:10.14120/j.cnki.cn11-5057/f.2015.06.015.Collins, C. J., & Smith, K. G. (2006). Knowledge Exchange and Combination: The Role of Human Resource Practices in the Performance of High-Technology Firms. Academy of Management Journal, 49(3), 544–560. doi:10.5465/amj.2006.21794671