Impact of manager's social power on R&D employees' knowledge‐sharing behaviour
Author: Liao, Li‐Fen
Source: International Journal of Technology Management, Volume 41, Numbers 1-2, December 2008 , pp. 169-182(14)
Publisher: Inderscience Publishers
Abstract:Sharing knowledge within the R&D team is one of the crucial ways to sustain competitive advantage. According to the social power theory, a manager has five types of power to influence the subordinate's behaviour. This study examines the impact of the manager's social power on R&D employees' knowledge‐sharing behaviour. From the results of our original model, we proposed a revised model which assesses the interrelationship among five social powers. Data gathered from 105 R&D employees were employed to examine the relationship of the manager's social powers and R&D employees' knowledge‐sharing behaviour. The results indicate that the manager's reward and expert powers have direct effects on knowledge‐sharing behaviour, while coercive, legitimate, and reference powers have direct impact on expert power. Therefore, coercive, legitimate, and reference powers have indirect influence on knowledge‐sharing behaviour.
Document Type: Research Article
Affiliations: Ching Yun University, Department of Information Management, No. 229, Chien_Hsin Rd., Jung-Li, Taoyuan, Taiwan 320, R.O.C.
Publication date: 2008-12-01