A Study On The Impact Of Knowledge Workers’ Guanxi Of The Willingness Of Knowledge Sharing

The trend of today’s market environment is becoming increasingly dynamic because of the development of economic globalization. The ability to acquire knowledge, adaptability and the activity of employees play a crucial role in enterprise’s progress and development. For ensuring enterprise progress, the popularization, use and creation of knowledge related to business development become an important factor in the survival of the enterprise. Therefore, access to and use of knowledge gradually becomes the focus of business competition. While using and managing enterprise knowledge in an efficient way is critical in creating organizational competitive advantage, but the practice has indicated that knowledge sharing is one of the difficulties in the process of knowledge management and a major obstacle of promote innovation and improve business performance.Studies have shown that knowledge sharing is affected by organizational characteristics and cultural identity, and organizational characteristics are influenced by cultural factors. In recent years, Yeo-Chi King, Hwang, Zheng Boxun and other scholars have put guanxi into management areas. The results showed that guanxi really has impact on trust, team performance, career development and other internal organizational behavior.Based on the background of extensive influence of cultural, this paper will research the influence of guanxi in the organization to the willingness of knowledge sharing, so as to further explore the mechanism of guanxi and enhance employees’ willingness of knowledge sharing. In addition, this article study the strength of employee guanxi through quantitative methods, in order to understanding the influence of traditional culture to modern management.This paper uses a combination of quantitative and qualitative research methods. firstly, analyzing and summarizing previous studies. Then, use the method of questionnaire to collect sample data of knowledge workers. finally, making conclusions drawn from the data-based analysis. The full text is divided into six chapters. The first chapter is an introduction, mainly introduces research background, purpose, significance and so on. The second chapter is literature review, mainly reviews of relevant literature about knowledge workers, employee guanxi, the willingness of knowledge sharing and Institution-based trust. The third chapter is theoretical model and research hypotheses, mainly introduces the theoretical model and research hypothesis of this study. The forth chapter is questionnaire designing and data processing, mainly introduces methodology, selection of scales, design of questionnaire and data processing methods. The fifth chapter is data analysis and model validation, conducts descriptive analysis, reliability and validity analysis, correlation analysis and regression analysis of the sample data by using SPSS20.0 software to test hypotheses and access to research results. The sixth chapter is conclusion and prospect, proposes the corresponding management recommendations according to research results and identifies shortcomings and prospects of this study.Through empirical analysis, we draw three conclusions. First, employee guanxi has a positive effect on the willingness of knowledge sharing, and both supervisor-subordinate guanxi and coworker guanxi has a positive effect on the willingness of explicit knowledge sharing and the willingness of tacit knowledge sharing; second, the influence of the willingness of knowledge sharing by supervisor-subordinate guanxi is lower than that by coworker guanxi; third, institution-based trust has a positive adjustment effect role in the influence of the willingness of knowledge sharing by employee guanxi.According to research findings, this paper proposes three management recommendations. First, understanding the particularity of Chinese culture and respecting the influence of culture in management; second, maintaining harmonious relations on supervisor-subordinate guanxi and coworker guanxi to promote knowledge sharing; third, paying attention to enterprise culture and establishing a learning organization.