知识距离、知识寻求与员工创新行为：有调节的中介模型

doi:10.6049/kjjbydc.2016120261

SCIENCE & TECHNOLOGY PROGRESS AND POLICY

Current Issue | Archive | Adv Search

Knowledge Distance, Knowledge Seeking and Employees' Innovative Behavior: a Moderated Mediation Model

Yuan Ling, Jiang Xinling

Business School，Hunan University, Changsha 410082, China

Abstract
Figure/Table
References (0)
Related Citation (15)

Download: PDF (1176 KB) HTML (1 KB)
Export: BibTeX | EndNote (RIS)

Abstract As an important situational variable affecting knowledge sharing, knowledge distance is widespread in the organization among employees. From the perspective of receivers' knowledge sharing, this paper explores the effects of employees' knowledge distance both with their direct supervisors and colleagues on their innovative behavior through the mediating role of knowledge seeking. The moderating effects of colleagues trust and leadermember exchange (LMX) were also explored. Empirical study has illustrated that employees' knowledge distance with direct supervisors and colleagues has a significant negative influence on their innovative behavior, and these relationships were partially mediated by knowledge seeking from superiors and colleagues respectively. Colleagues' trust moderates the effect of knowledge distance with colleagues to knowledge seeking from colleagues, LMX moderates the effect of knowledge distance with supervisors to knowledge seeking from supervisors.

Key words： Knowledge Distance Knowledge Seeking Employees' Innovative Behavior Colleagues' Trust LeaderMember Exchange

	Service

	E-mail this article
	Add to my bookshelf
	Add to citation manager
	E-mail Alert
	RSS
	Articles by authors
	Yuan Ling
	Jiang Xinling

Cite this article:

Yuan Ling,Jiang Xinling. Knowledge Distance, Knowledge Seeking and Employees' Innovative Behavior: a Moderated Mediation Model[J]. SCIENCE & TECHNOLOGY PROGRESS AND POLICY, 2017, 34(18): 118-125.

URL:

http://www.kjjb.org/EN/10.6049/kjjbydc.2016120261 OR http://www.kjjb.org/EN/Y2017/V34/I18/118

[1]ROSENBUSCH N, BRINCKMANN J, BAUSCH A. Is innovation always beneficial? a metaanalysis of the relationship between innovation and performance in SMEs[J]. Journal of Business Venturing, 2011,26(4):441457. 

[2]SCOTT S G B R A B. Determinants of innovative behavior: a path model of individual innovation in the workplace[J]. Academy of Management Journal, 1994, 37(3): 580607. 

[3]李倩, 孙锐. 企业员工社会交换关系、知识分享与创新行为研究[J]. 科学学与科学技术管理, 2015,36(10):147157.

[4]TRACEY P, CLARK G L. Alliances, networks and competitive strategy: rethinking clusters of innovation[J]. Growth & Change, 2003,34(1):116.

[5]CUMMINGS J L, TENG B S. Transferring R&D knowledge: the key factors affecting knowledge transfer success[J]. Journal of Engineering & Technology Management, 2003,20(1):3968. 

[6]周密, 赵文红, 宋红媛. 基于知识特性的知识距离对知识转移影响研究[J]. 科学学研究, 2015,33(7):10591068.

[7]KHEDHAOURIA A, JAMAL A. Sourcing knowledge for innovation: knowledge reuse and creation in project teams[J]. Journal of Knowledge Management, 2015,19(5):932948. 

[8]SCHULZE A, BROJERDI G J C. The effect of the distance between partners' knowledge components on collaborative innovation[J]. European Management Review, 2012,9(2):8598.〖ZK)〗

[9]BOCK G W, KANKANHALLI A, SHARMA S. Are norms enough? the role of collaborative norms in promoting organizational knowledge seeking[J]. European Journal of Information Systems, 2006,15(4):357367.

[10]HALLIDAY J. Context, judgment, and learning[J]. Educational Theory, 2002,52(4):429443.

[11]王雁飞, 朱瑜. 组织社会化、信任、知识分享与创新行为:机制与路径研究[J]. 研究与发展管理, 2012,24(2):3446. 

[12]HAMEL G. Competition for competence and interpartner learning within international strategic alliances[J]. Strategic Management Journal, 1991,12(S1):83103.

[13]BERGENDAHL M, MAGNUSSON M. Creating ideas for innovation: effects of organizational distance on knowledge creation processes[J]. Creativity & Innovation Management, 2015,24(1):87, 101.

[14]COHEN W M, LEVINTHAL D A. Absorptive capacity: a new perspective on learning and innovation[J]. Administrative Science Quarterly, 1990,35(1):128152. 

[15]RIDDER J A D, HOOFF B V D. Knowledge sharing in context: the influence of organizational commitment, communication climate and CMC use on knowledge sharing[J]. Journal of Knowledge Management, 2004,8(6):117130 

[16]KANKANHALLI A, TAN B C Y, WEI K K. Understanding seeking from electronic knowledge repositories: an empirical study[J]. Journal of the American Society for Information Science & Technology, 2005,56(56):11561166. 

[17]JIANGANG S, LIN L. Empirical study on the incentive model of knowledge sharing within projectoriented organization based on knowledge potential theory[J]. Journal of Applied Sciences, 2014,14(3):201211. 

[18]DAVENPORT T H, PRUSAK L. Working knowledge: how organizations manage what they know[M]. Cambrige:Harvard Business School Press, 1998. 

[19]SCHAUER A, VASCONCELOS A C, SEN B. The ShaRInK framework: a holistic perspective on key categories of influences shaping individual perceptions of knowledge sharing[J]. Journal of Knowledge Management, 2015,19(4) :770790. 

[20]PERRYSMITH J E. Social yet creative: the role of social relationships in facilitating individual creativity[J]. Academy of Management Journal, 2006,49(1):85101.

[21]YAN Y, DAVISON R M, MO C. Employee creativity formation: the roles of knowledge seeking, knowledge contributing and flow experience in web 2.0 virtual communities[J]. Computers in Human Behavior, 2013,29(5):19231932. 

[22]CERNE M, NERSTAD C, DYSVIK A, et al. What goes around comes around: knowledge hiding, perceived motivational climate, and creativity[J]. Academy of Management Journal, 2014,57(1):172192.

[23]MCALLISTER D J. Affect and cognitionbased trust as foundations for interpersonal cooperation in organizations.[J]. Academy of Management Journal, 1995,38(1):2459. 

[24]RUTTEN W G M M, FRANKEN J B, MARTIN H. The impact of (low) trust on knowledge sharing[J]. Journal of Knowledge Management, 2016,20(2):199214. 

[25]SANKOWSKA A. Relationships between organizational trust, knowledge transfer, knowledge creation, and firm's innovativeness[J]. Learning Organization, 2013,20(1):85100. 

[26]DIENESCH R M, LIDEN R C. Leadermember exchange model of leadership: a critique and further development[J]. Academy of Management Review, 1986,11(3):618634. 

[27]LI G, SHANG Y, LIU H, et al. Differentiated transformational leadership and knowledge sharing: a crosslevel investigation[J]. European Management Journal, 2013,32(4):554563. 

[28]CARMELI A, GELBARD R, REITERPALMON R. Leadership, creative problemsolving capacity, and creative performance: the importance of knowledge sharing[J]. Human Resource Management, 2013,52(1):95121.

[29]VENKATESH V, DAVIS F D. User acceptance of information technology: toward a unified view[J]. MIS Quarterly, 2003, 27(3):425478. 

[30]MAYER R C, SCHOORMAN F D. An integrative model of organizational trust[J]. Academy of Management Review, 1995,20(20):709734.

[31]LIDEN R C, MASLYN J M. Multidimensionality of leadermember exchange: an empirical assessment through scale development[J]. Journal of Management, 1998,24(1):4372.

[32]PREACHER K J, HAYES A F. SPSS and SAS procedures for estimating indirect effects in simple mediation models[J]. Behavior Research Methods Instruments & Computers：A Journal of the Psychonomic Society Inc, 2004,36(4):717731.