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研究生: 朱閔憶
論文名稱: 大陸台商企業員工跨文化知識分享之研究
The Role of Power Distance on Knowledge Sharing:A Case Study of Taiwanese Company in Mainland China
指導教授: 賴志樫
Lai, Chin-Chien
學位類別: 碩士
Master
系所名稱: 國際人力資源發展研究所
Graduate Institute of International Human Resource Developmemt
論文出版年: 2008
畢業學年度: 96
語文別: 英文
論文頁數: 121
英文關鍵詞: knowledge sharing, cultural issue, power distance, formal and informal situation, source of power, capability
論文種類: 學術論文
相關次數: 點閱:211下載:5
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  • The purpose of this study is to investigate the relationships among cultural issue, power distance and knowledge sharing behavior in a Taiwanese manufacturing company in Mainland China for investigating factors affecting employees’ willingness of knowledge sharing and knowledge sharing barriers in the case organization. Since the purpose of this study is to understand the behaviors how Taiwanese and Chinese employees share knowledge, relevant study about knowledge sharing and culture issue is reviewed. The employees from this Taiwanese company in Mainland China are the target population. 23 participants were interviewed and they had a questionnaire before interview. By face to face interview and on-site observation, the research result shows: (1) under formal and informal situation, employees will have different knowledge sharing attitude and behavior; (2) There are cultural differences between Taiwan and Mainland China, and these indeed influence employee knowledge sharing attitude and behavior; (3) From interviewee’s perspective, the most important source of power in working environment is capability; and (4) employees in Mainland China have larger power distance than in Taiwan, and employee’s knowledge sharing behavior is influenced by power distance.

    The purpose of this study is to investigate the relationships among cultural issue, power distance and knowledge sharing behavior in a Taiwanese manufacturing company in Mainland China for investigating factors affecting employees’ willingness of knowledge sharing and knowledge sharing barriers in the case organization. Since the purpose of this study is to understand the behaviors how Taiwanese and Chinese employees share knowledge, relevant study about knowledge sharing and culture issue is reviewed. The employees from this Taiwanese company in Mainland China are the target population. 23 participants were interviewed and they had a questionnaire before interview. By face to face interview and on-site observation, the research result shows: (1) under formal and informal situation, employees will have different knowledge sharing attitude and behavior; (2) There are cultural differences between Taiwan and Mainland China, and these indeed influence employee knowledge sharing attitude and behavior; (3) From interviewee’s perspective, the most important source of power in working environment is capability; and (4) employees in Mainland China have larger power distance than in Taiwan, and employee’s knowledge sharing behavior is influenced by power distance.

    Abstract I Table of Contents II List of Figures IV List of Tables V CHAPTER I. INTRODUCTION 1 Background of the Study 2 Statement of Problem 6 Significance of the Study 7 Purposes of the Study 9 Question of the Study 10 Proposition 11 Overview of the Study 12 Definitions of Term 13 CHAPTER II. LITERATURE REVIEW 15 Knowledge and Knowledge Sharing 15 Cultural Issues between Taiwan and Mainland China 24 Leadership versus Knowledge Sharing 33 CHAPTER III. RESEACH METHODS 37 Framework of the Study 39 Participants 41 Procedure and Validity 46 Data Collection 51 Data Analysis 55 CHAPTER IV. FINDING AND DISCUSSION 59 Power Distance and Knowledge Sharing 59 Intervention in Knowledge Sharing 66 Other Related Issue in Knowledge Sharing 78 CHAPTER V. CONCLUSION AND REFLECTION 83 Conclusion 83 Practical Implication 87 Suggestion for Future Research 89 Limitation 90 REFERENCES 91 APPENDIX A: QUESTIONNAIRE BEFORE INTERVIEW AND INTERVIEW GUIDELINE 111 APPENDIX B: INTERVIEW QUESTIONS 115 APPENDIX C: OBSERVATION NOTE 120 LIST OF FIGURES Figure 2.1 Knowledge components 16 Figure 3.1 Research framework 40 Figure 3.2 Two groups interviewees’ relationship chart 42 Figure 3.3 Position level and title of case company 44 Figure 3.4 Research flow chart 47 Figure 3.5 Data analysis processes 58 LIST OF TABLES Table 2.1 Hofstede’s cultural dimensions 25 Table 2.2 Percentage ranks for Hofstede’s cultural dimensions for Far Eastern countries 27 Table 3.1 Interviewee demographic information – Interviewee’s background 43 Table 3.2 Interviewee demographic information –Position level and interviewee’s background 44 Table 3.3 Detailed profile of interviewees 45 Table 3.4 Most effective formal knowledge sharing channel 50 Table 3.5 Informal knowledge sharing channels 51 Table 3.6 Example of key statement and code 56 Table 3.7 Induction of codes 56 Table 3.8 Example of analysis framework 57 Table 4.1 Power distance and knowledge sharing 60 Table 4.2 Knowledge sharing under formal and informal situation 67 Table 4.3 Cultural issue between Taiwan and Mainland China 73 Table 4.4 Other related issues in knowledge sharing 78 Table 5.1 The results 86

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