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A Study of Organizational Politics in Managers and its Impact on Knowledge Sharing
Number of pages
Liang-Tze Huang; Tseng-Zheng Lin
Date of Exam
Date of Submission
Knowledge sharing., Trust, Organizational politics
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By using multiple regression analyses from 365 managers distributed four kind of industries in Taiwan, the study tested total of 9 hypotheses that respectively partially proposed to explore relationships of perception of organizational politics related to knowledge sharing. Four theoretical perspectives embedded in the literature review to strengthen the theme—organizational politics.
The four main findings of the study included:
(1) Perceptions of organizational politics simultaneously negatively
effected to trust, organizational restructuring satisfaction and knowledge sharing.
(2) Trust not only did positively effect to organizational restructuring
satisfaction and knowledge sharing, it also fully mediated effect between perception of organizational politics and knowledge sharing.
(3) Organizational restructuring satisfaction positively effected to
knowledge sharing; besides, it not only did partially mediate effect between perceptions of organizational politics and knowledge sharing, but also did fully mediate effect between perceptions of organizational politics and trust.
(4) Concreted confirmatory model examined Goodness Fit perfectly.
Implications of the results to those of organization, manager and future research were discussed.
目次 Table of Contents
Ⅰ. CHAPTER ONE. INTRODUCTION
1.1. Statement of the Problem 1
1.2. Motives of the Study 2
1.3. Research Questions and its Purposes 4
Ⅱ. CHAPTER TWO. LITERATURE REVIEW
2.1. Power, Politics, Power and Politics 6
2.2. Organization, Organizational Politics,
Political Behavior, and Model of
Perceptions of Organizational Politics 8
2.3. Managers Meet Organizational Politics 13
2.4. Model of Perception of Organizational
Politics (POP) 14
2.5. Theoretical Perspectives Strengthen
Organizational Politics 15
2.6. Knowledge Sharing 19
2.7. Organizational Restructuring Satisfaction 21
2.8. Trust 24
Ⅲ. CHAPTER THREE. METHODOLOGY
3.1. A Proposed Model of the Study 29
3.2. Measures 29
3.3. Sampling 31
Ⅳ. CHAPTER FOUR. RESULTS
4.1. Common Method Variance in Post Hoc Remedy 34
4.2. Zero-Order Correlations 34
4.3. Result and Discussion of ANOVA on Trust 35
4.4. Result and Discussion of ANOVA on
Organizational Restructuring Satisfaction 36
4.5. Mediator of Organizational Restructuring
Satisfaction between Perception of
Organizational Politics and Knowledge
4.6. Mediator of Organizational Restructuring
Satisfaction between Perception of
Organizational Politics and Trust 40
4.7. Mediator of Trust between Perception of
Organizational Politics and Knowledge
4.8. Concreted Confirmatory Model 45
4.9. Theoretical Implication in Reality 47
4.10. Summary 48
Ⅴ. CHAPTER FIVE. CONCLUSIONS
5.1. Contributions 50
5.2. Suggestions 50
5.3. Limitations 51
APPENDIX A Measure Items in Chinese 72
APPENDIX B Original English Measures 75
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