哈尔滨工业大学管理学硕士学位论文
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摘要
在当前动态的经济环境下，知识的重要性日益凸显，并成为企业竞争优势的
决定因素之一。作为知识管理活动的核心，知识共享能够有效地增加企业的知识
存量，提升企业的学习能力和创新能力，帮助企业更好地应对市场变化。但是企
业内部员工知识共享的积极性不高，知识没有得到最佳利用和配置，急需要领导
对员工进行正确的引导。魅力型领导通过描绘愿景、树立角色榜样等方式能够与
员工建立强烈的情感依附，促使员工将组织的目标和价值观内化为自己的追求，
从而激发员工产生有利于组织发展的知识共享行为。因此本文主要研究魅力型领
导与员工知识共享行为之间的关系，并考察组织认同在两者之间的中介作用。同
时，个体的行为还会受到社会文化情境的影响。本文将面子需要作为调节变量，
探讨其两个维度（挣面子需要、护面子需要）对魅力型领导与员工知识共享关系
的影响
为了验证研究假设，本文以企业中的知识型员工作为调查对象，通过发放电
子问卷共收集了253份有效问卷。借助SPSS统计软件对量表进行检验，结果显
示问卷中所使用的量表均具有良好的信度和效度。随后进一步对数据进行了描述
性统计分析、相关分析和回归分析
实证分析的结果表明，魅力型领导对员工知识共享行为及其各维度均具有显
著的正向影响，并且魅力型领导对隐性知识共享行为的影响略高于显性知识共享
行为。组织认同在魅力型领导与员工知识共享行为及其各维度之间均起到部分中
介作用。面子需要在魅力型领导与员工知识共享行为及其各维度之间均起到调节
作用，员工的挣面子需要较强时，魅力型领导对员工知识共享行为的正向影响减
弱；员工的护面子需要较强时，魅力型领导对员工知识共享行为的正向影响同样
会减弱
最后，本文建议组织从领导方式、组织认同、员工面子需要三个方面入手，
提升员工共享知识的积极性。企业应注重魅力型领导的甄选和培养，促使管理者
转化领导方式，提升个人魅力，以赢得员工的认同和追随；选择与组织价值观相
匹配的员工进入企业，为员工量身打造职业发展通道，从细节处关心员工的切身
利益、给予员工工作的自主性和话语权，多角度全方位增强员工的组织认同感，
促使员工进行知识共享行为推动组织的发展；关注员工的面子需要，采取针对性
的管理策略对员工进行有效的激励
关键词：魅力型领导；员工知识共享行为；组织认同；面子需要
哈尔滨工业大学管理学硕士学位论文
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Abstract
In the current dynamic economic environment, the importance of knowledge has
become increasingly prominent and has become one of the determinants of the
competitive advantage of enterprises. As the core of knowledge management activities,
knowledge sharing can effectively increase the knowledge stock of enterprises,
improve the learning ability and innovation ability of enterprises, and help enterprises
to cope better with the market change. However, the enthusiasm of knowledge sharing
among employees is not high, and knowledge has not been best utilized to reach
optimal allocation. It is urgent for the leaders to guide the staff correctly. Charismatic
leaders can establish strong emotional attachment with their employees by generating
the common vision and setting the model, then encourage employees to internalize
organizational goals and values into their own pursuits, so as to motivate employees to
produce knowledge sharing behaviors that are conducive to organizational
development. Therefore, the paper focuses on the relationship between charismatic
leadership and employee’s knowledge sharing behavior, and examines the mediating
role of organizational identification. At the same time, individual behavior will also be
influenced by the social and cultural context. The paper takes face need as the
moderating variable, exploring the influence of two dimensions (desire to gain face
and fear of losing face) on the relationship between charismatic leadership and
employee’s knowledge sharing behavior.
In order to verify the research hypothesis, the paper takes the knowledge-workers
in the enterprise as the respondents, and collects 253 valid questionnaires by issuing
network questionnaires. Using SPSS statistical software to test the scale, the result
shows that the scale used in the questionnaire has good reliability and validity. The
descriptive statistics analysis, correlation analysis and regression analysis are carried
out.
The results of empirical analysis show that charismatic leadership had a
significantly positive impact on employee’s knowledge sharing behavior and its
dimensions. And the influence of charismatic leadership on tacit knowledge sharing
behavior is slightly higher than that on explicit knowledge sharing behavior.
Organizational identification plays a partial mediating role between charismatic
leadership and employee’s knowledge sharing behavior (including its dimensions).
哈尔滨工业大学管理学硕士学位论文
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Face need plays a moderating role between charismatic leadership and employee’s
knowledge sharing behavior (including its dimensions). When the employee desires to
gain face, the positive influence of charismatic leadership on employee’s knowledge
sharing behavior will be weakened; when the employee is scared to lose face, the
positive influence of charismatic leadership on employee’s knowledge sharing
behavior will also be weakened.
Finally, the paper suggests that the organization should enhance the enthusiasm of
employee to share knowledge from three aspects: leadership style, organizational
identification and employee’s face need. The enterprise should pay attention to the
selection and training of the charismatic leader, help the manager transform leadership
style, promote manager’s personal charm to win employees’ identification and follow.
Choose the employees who match the organizational value to enter the enterprise, build
the career development channel for the employees, care for the employees’ vital
interests from details, give the employees’ work autonomy and discourse power. The
above measures can enhance the employees’ organizational identity from multiple
angles, thereby urging the employees to share knowledge for the development of the
organization. What’s more, the enterprise should pay attention to the staffs’ face needs
and take targeted measures to motivate and manage the employees.
Keywords:charismatic leadership, employee’s knowledge sharing behavior,
organizational identity, face need
哈尔滨工业大学管理学硕士学位论文
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目录
摘要 ....... I
ABSTRACT ......... II
第1章 绪 论 ...... 1
1.1 研究背景与问题提出 .... 1
1.2 研究目的与意义2
1.2.1 研究目的 .. 2
1.2.2 研究意义 .. 2
1.3 国内外研究综述3
1.3.1 魅力型领导研究综述 ...... 3
1.3.2 知识共享行为研究综述 .. 4
1.3.3 组织认同研究综述 .......... 5
1.3.4 面子需要研究综述 .......... 7
1.3.5 魅力型领导与员工知识共享行为关系的研究综述 ...... 8
1.3.6 综合评述 .. 8
1.4 研究内容及研究方法 .... 9
1.4.1 研究内容 .. 9
1.4.2 研究方法与流程 .. 9
第2章 研究假设与理论模型构建 ....... 11
2.1 理论基础 ........... 11
2.1.1 社会认同理论 ..... 11
2.1.2 社会交换理论 .... 12
2.2 假设提出 .......... 12
2.2.1 魅力型领导与员工知识共享行为的关系 ........ 12
2.2.2 魅力型领导与组织认同的关系13
2.2.3 组织认同与员工知识共享行为的关系14
2.2.4 组织认同的中介作用 .... 14
2.2.5 面子需要的调节作用 .... 15
2.3 理论模型的构建 .......... 15
2.4 本章小结 .......... 16
第3章 问卷设计与检验 .......... 17
3.1 问卷设计 .......... 17
3.1.1 魅力型领导的测量 ........ 17
3.1.2 员工知识共享行为的测量 ........ 17
3.1.3 组织认同的测量17
3.1.4 面子需要的测量18
3.2 调查对象与数据的收集 .......... 18
3.3 问卷信度与效度检验 .. 19
3.3.1 信度检验19。