Managerial Knowledge Sharing: The Role of Individual, Interpersonal, and Organizational Factors
通过两项中国管理者研究，发现贪婪减少知识分享、自我效能感增加知识分享，同事关系通过影响这两者间接起作用，组织支持则通过促进信息技术使用来提升知识分享，尤其对显性知识更有效。
Abstract This paper describes two studies conducted in the People's Republic of China aimed at improving understanding of knowledge sharing among managers. Study 1 found evidence for the role of two individual factors: greed which reduced knowledge sharing, and self-efficacy which increased it. In addition, co-worker collegiality has an indirect influence on knowledge sharing by lowering greed and raising self-efficacy. Study 2 replicated the key findings of Study 1 and also identified the influence of organizational support on knowledge sharing. Organizational support led to higher utilization of information and communication technologies, resulting in more knowledge sharing, especially for explicit as opposed to implicit knowledge.