Employee Participation in Decision Making, Psychological Ownership and Knowledge Sharing: Mediating Role of Organizational Commitment in Taiwanese high-tech Organizations
Presenter : Kuei -Yuan Betty LiInstructor: Dr. Pi-Ying Teresa HsuDate : April 07,2014
Contents
2.
1. Introduction
3. 4.
1. Introduction
2. Literature Review
3. Methods
5. Conclusions Critiques & Suggestions
2
4. Results
Citation
Han, T. S., Chiang, H. H., & Chang A. (2010). Employeeparticipation in decision making, psychological
ownership and knowledge sharing: Mediating role of organizational commitment in Taiwanese high-techorganizations. The International Journal of HumanResource Management, 21(12), 2218-2233.
3
Prof. Tzu-Shian Han
Background
Literature review
Gap
Purpose
Contribution
Introduction
4
Introduction
Background The knowledge-based economy Knowledge management
5
Introduction
Literature review A sense of belonging influences altruistic spirit
through organizational commitment and thus affects knowledge-sharing behavior.
(Vande Walle, Van Dyne, & Kostpva,1995)
Employee participation in decision making could contribute to a sense of belonging.
(Tannenbaum, Weschler, & Massarik, 1961)
6
Introduction
Gap The research on the implementation of
knowledge management
The mechanism that turn knowledge into competitive advantage
The relationship between employee participation in decision making and knowledge sharing, and its intermediating factors.
7
Introduction
Purpose To investigate the relationships among
employee participation in decision making (EPDM), psychological ownership (PO), organizational commitment (OC) and knowledge sharing (KS) behavior
8
Introduction
Value To reveal that psychological ownership and
organizational commitment are conductive to knowledge-sharing behavior on the part of employees
To design a proper mechanism (i.e. EPDM) that enhance employees’ psychological ownership and organizational commitment
To stimulate knowledge sharing
9
Literature
10
Literature review
Employee Participation in Decision Making
Psychological Ownership
Organizational Commitment
Knowledge Sharing
Literature
Employee participation in decision making (EPDM)
Employee have rights to participate in organizational decision making.
(Tannenbaum et al., 1961)
11
Literature
Psychological ownership (PO)
Psychological ownership is experienced by individuals via psychological feelings toward tangible and intangible objects which are closely associated with individuals.
(Pierce et al., 2001)
12
Literature
Employees who have a say in decision making may develop a sense of psychological ownership that makes them feel that the organization is theirs.
(McGregor, 1986)
Hypothesis 1 A positive relationship exists between employee
participation in decision making and individuals’ psychological ownership.
13
Literature
Organizational commitment (OC)It is an attitude through which employees identify organizational goals and invest themselves in the organization for the sake of staying in the organization.
(Mowday, Steers, & Porter, 1979)
14
Literature
Organizational identity and psychological ownership may be highly correlated.
(Masterson, & Stamper, 2003)
Hypothesis 2 A positive relationship exists between psychological
ownership and organizational commitment.
15
Literature
Knowledge sharing (KS)
High-tech organizations have to carefully negotiate with internal power relations in order to ensure that tacit knowledge is shared and produces innovation.
(Anand et al., 2007)
16
Literature
Employees who have a sense of psychological ownership may display altruistic spirit which has been viewed as one of the crucial antecedents for knowledge sharing behavior.
(Van Dyne, & Pierce, 2004)
Hypothesis 3 A positive relationship exists between psychological
ownership and individuals’ knowledge-sharing behavior.
17
Literature
Employees with high job satisfaction and organizational commitment can produce altruistic spirit, thus contributing to positive behavior, such as knowledge sharing.
(Podsakoff et al. 2000; Jones 2002)
Hypothesis 4 A positive relationship exists between
organizational commitment and individual knowledge-sharing behavior.
18
Literature
Psychological ownership is positively associated with organizational commitment. (Van Dyne and Pierce, 2004)
Employees with high organizational commitment can evoke the spirit of altruism. (Podsakoff et al., 2000)
Psychological ownership affects altruistic spirit through organizational commitment and then affects knowledge sharing behavior. (Vande Walle et al., 1995)
Hypothesis 5 Organizational commitment mediates the relationship
between psychological ownership and knowledge-sharing behavior.
19
Literature
Research Framework
20
Mediator
Methods
21
Sample and procedures
Measures
Instrument
Methods
Sample and procedures Self-report questionnaire 8 high-tech companies in Taiwan in 2007 600 questionnaires distributed 239 valid questionnaires
Male: 54.% Fmale : 47.6% Bachelor’s degrees: 62% Master’s degree: 38% Organizational tenures: less 9 years:83 %
22
Methods
Measures Structural equation modeling (SEM)
LISREL 8.52 A panel of experts
Majored in organizational behavior
23
Methods
Instrument A five-point Likert scale
1= strongly disagree 5=strongly agree
Total 13 items Knowledge Sharing: 3 Employee Participation Decision Making : 4 Psychological ownership: 3 Organizational Commitment: 3
24
Results
25
Statistic fit and stability
Construct validity
Means, stand deviations, and correlations
Structural model
Examination of mediating effect
Results
Statistic fit and stability CFA
X²/D.F<5, GFI>0.9, CFI>0.9, AGFI>0.8, RMSR<0.05 An adequate fit
This study X²/D.F=1.99, GFI=0.93, CFI=0.93,
AGFI=0.89, RMSR=0.049 Reliability 0.74~0.88
26
Results
Construct validity-The discriminate validity
27
F 1.96Standardized error excluded 1
Results
Construct validity- convergent validity
28
Results
Means, standard deviations, and correlations
29
r =0.194 - 0.471,All p 0.05
Results
Examination of mediating effect
31
H1
H2
H3H4
Results
Examination of mediating effect
32
H5 + OC mediating POKS
Conclusions
33
Conclusions
Limitation and future research
Implications and suggestions
Conclusions
Conclusions Organizations should adopt practices of EPDM, which is compatible with the philosophy of Confucianism as it is concerned with employees’ humanistic needs, achievements and interests, contributing to employees’ psychological ownership, organizational commitment and knowledge-sharing behavior.
34
Critiques
Limitation and future research 1 single source different sources The biases caused by simultaneous data a longitudinal design A sense of belonging
35
Suggestions
Implication and suggestions Positive relationship EPDM PO OC mediating PO KS
Organizational empowerment KS EPDM PO & OC EPDM vs. Confucian altruism
36
Thank You !
37