知識分享一直以來都是學術和業界相當重視的議題，在過去的研究中，大多在探討影響知識分享的動機和如何鼓勵並提升員工之間有效的知識分享。但過去相關的研究中，並沒有探討心理所有權對於知識分享的影響。本研究以自我決定理論為基礎，探討員工對於知識分享的動機，並探討心理所有權(知識心理所有權和組織心理所有權)如何影響知識分享的動機及知識分享意圖之間的關係。本研究採用問卷調查法，共回收有效問卷269份；分析結果顯示自我決定理論的動機類型，對知識與對組織的心理所有權有顯著的影響。本研究說明了(1) 在外在動機的部分，認同調節動機和內射調節動機對於知識分享意圖有正向顯著影響；(2) 內在動機也對於知識分享意圖有正向顯著影響；(3) 知識心理所有權會干擾外在調節動機和內在調節動機與知識分享意圖的關係；(4) 組織心理所有權則會干擾外在調節動機、內射調節動機、整合調節動機和內在調節動機與知識分享意圖的關係。

As the importance of knowledge sharing (KS) has risen, the amount of studies conducted on this specific subject area has increased along with it. There has been a substantial amount of research with motivation, such as the kinds of motivation that influences KS and how to motivate and encourage employees to effectively share useful knowledge. Despite the amount of studies in KS, a current area that had yet to be researched on and can have an incredible influence on the intention to share knowledge is psychological ownership (PO). Though there have been studies on PO and KS, there has not been a study yet on how PO can impact the relationship between motivation and KS. In other words, if PO acts as a moderator, what kind of significance and effect does it have on this relationship between motivation and KS. Utilizing the Self-Determination Theory (SDT) to distinguish and categorize the motivational factors, this study researched the relationship of these motivational categories based on the SDT with the intention to share knowledge. 269 survey items were collected and showed positive results for the hypothesis’ tested based on the research model. The results displayed how PO influences the relationship between the SDT types of motivation and KS intention when acting as a moderating variable. This study demonstrated the importance motivation plays in sharing knowledge; the specific type of motivation and context it is operating under is pertinent as that influences how much of an impact it has on KS intention and whether the specific motivation is significant or not. This study also exhibited how PO acting as a moderator has several different kinds of implications for academics and practitioners alike.

CHAPTER 1 INTRODUCTION 1
1.1 Research Background 1
1.2 Research Motivation 3
1.3 Research Question 4
1.4 Expected Contribution 5
CHAPTER 2 LITERATURE REVIEW 6
2.1 Knowledge Management and Knowledge Sharing 6
2.2 Self-Determination Theory 22
2.3 Psychological Ownership 29
CHAPTER 3 RESEARCH MODEL AND HYPOTHESIS 38
3.1 Research Model 38
3.2 Hypothesis Development 42
3.3 Research Methodology 50
CHAPTER 4 ANALYSIS AND RESULTS 58
4.1 Demographics Analysis 59
4.2 Measure Development 64
4.3 Reliability, Variable Correlation, and Cross-Loading Table 67
4.4 Research Model and Coefficients 74
4.5 Moderating Effects of Psychological Ownership on Motivation
and KS Intention 84
CHAPTER 5 DISCUSSION AND IMPICATIONS OF FINDINGS 91
5.1 Discussion 91
5.2 Theoretical Implications 97
5.3 Practical Implications 98
CHAPTER 6 CONCLUSION 103
6.1 Key Limitations 103
6.2 Suggestions for Future Research 104
6.3 Conclusion 106
REFERENCES 108
APPENDIX 116
Appendix A. Survey Items 116
Appendix B. Survey in Chinese 119
ABOUT THE AUTHORS & ACKNOWLEDGEMENTS 123
List of Tables

Table 1. Past Studies Knowledge Sharing –
Intrinsic and Extrinsic Motivational Factors Within an Organization 18
Table 2. Demographic Information 63
Table 3. Operational Definitions 64
Table 4. The Results of Factor Analysis 68
Table 5. Variable Correlation 70
Table 6. Cross-Loading Table 72
Table 7. Path Coefficient of Moderating Effects 78
Table 8. Path Coefficient of Moderating Effects –
Comparison Between US and Taiwan 81
Table 9. Summary of Hypothesis Testing 83

List of Figures

Figure 1. The Self-Determination Continuum 24
Figure 2. Research Model – Hypothesis 1 and 2 40
Figure 3. Research Model – Hypothesis 3 and 4 40
Figure 4. Research Model Results – Hypothesis 1 and 2 75
Figure 5. Research Model Results – Hypothesis 3 and 4 75
Figure 6. The Moderating Effect of KPO on
Intrinsic Motivation and KS Intention 86
Figure 7. The Moderating Effect of KPO on
Identified Motivation and KS Intention 86
Figure 8. The Moderating Effect of KPO on
External Motivation and KS Intention 87
Figure 9. The Moderating Effect of OPO on
Intrinsic Motivation and KS Intention 88
Figure 10. The Moderating Effect of OPO on
Introjected Motivation and KS Intention 89
Figure 11. The Moderating Effect of OPO on
Integrated Motivation and KS Intention 90
Figure 12. The Moderating Effect of OPO on
External Motivation and KS Intention 90

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