Authors: Li-Fen Liao
Addresses: Ching Yun University, Department of Information Management, No. 229, Chien_Hsin Rd., Jung-Li, Taoyuan, Taiwan 320, R.O.C.
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.
Keywords: coercive power; expert power; knowledge sharing; legitimate power; reference power; reward power; social power; R&D; research and development.
International Journal of Technology Management, 2008 Vol.41 No.1/2, pp.169 - 182
Published online: 02 Dec 2007 *Full-text access for editors Access for subscribers Purchase this article Comment on this article