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Social Exchange and Knowledge Sharing among Knowledge Workers: The Moderating Role of Perceived Job Security

Published online by Cambridge University Press:  02 February 2015

Kathryn M. Bartol ,
Wei Liu ,
Xiangquan Zeng  and
Kelu Wu
Translated by
刘讳 ,
曾湘泉  and
吴克禄
Kathryn M. Bartol
Affiliation:
University of Maryland, USA
Wei Liu
Affiliation:
Cheung Kong Graduate School of Business, China
Xiangquan Zeng
Affiliation:
Renmin University of China, China
Kelu Wu
Affiliation:
Renmin University of China, China
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Abstract

Drawing on perceived organizational support (POS) theory and employee-organizational relationship theories, this research investigated the association between POS and knowledge sharing as well as the potential moderating effects of perceived job security. Study participants were 255 information technology professionals and their supervisors working in the information technology industry in China. Findings showed that POS was positively related to knowledge sharing, and, as expected, perceived job security moderated the association. More specifically, the positive association between POS and employee knowledge sharing held only for employees who perceived higher job security from their organization. In contrast, POS was not significantly associated with knowledge sharing when employees perceived their job security to be relatively low. This latter result is consistent with contentions from employee-organizational relationships theories that limited investment by employers is likely to lead to lower contributions from employees. The findings are also congruent with arguments from social exchange theory that meaningful reciprocity is built on a history of open-ended exchanges whose development may be inconsistent with a shorter-term employment horizon.

Keywords

Chinaemployment relationshipknowledge sharingperceived job securityperceived organizational support (POS)social exchange中国雇佣关系知识共享工作安全感组织支持(POS)社会交换
Type
Articles
Information
Management and Organization Review , Volume 5 , Issue 2 , July 2009 , pp. 223 - 240
Copyright
Copyright © International Association for Chinese Management Research 2009

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