Please use this identifier to cite or link to this item: http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/84971
Title: 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
Authors: 賴志樫
Steven Chih-Chien Lai
朱閔憶
Keywords: knowledge sharing
cultural issue
power distance
formal and informal situation
source of power
capability
Issue Date: 2008
Abstract: 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.
URI: http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=%22http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=id=%22GN0695740118%22.&%22.id.&
http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/84971
Other Identifiers: GN0695740118
Appears in Collections:學位論文

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