Idiosyncratic Deals?Organizational Based Self-esteem And Employee Knowledge Sharing Behavior:the Moderating Role Of Emotional Relationship

In the era of knowledge economy,Knowledge sharing provides an endless competitive advantage and creativity for enterprise development,The cost of production can be reduced through employee knowledge sharing,improve employee productivity and performance(Lin,2007),As a result,enterprises are becoming more and more competitive for sustained development(Willem&Scarbrough,2006).Tacit knowledge is the most important resource for organizations due to it is difficult to imitate and transfer(Grant,1997).Nowadays,more and more enterprises are aware of the importance of knowledge management,especially how to promote the tacit knowledge sharing among employees.Previous studies have pointed out that knowledge sharing,subject characteristics,and organizational internal and external environmental factors affect employee knowledge sharing intention and behavior(Bock,2005;Connelly et al,2012).Among them,the knowledge body is the key factor to promote enterprise knowledge sharing,the talent is the foundation of the enterprise,and is the source of the enterprise's core competitiveness(Abdiilkadir Akturan,2016).With the increasingly fierce competition in the labor market and the increasing demand for younger employees,organizations are facing more and more severe challenges in human resource management,Therefore,for organizations,attracting and retaining valuable employees is the key to sustainable development and success.In 2001,Professor named Rousseau of Carnegie Mellon University put forward a concept named Idiosyncratic deals or Individual agreement,This is a mutually beneficial agreement between the individual employee of the enterprise and the superior leadership before and after the employment,which is beneficial to the organization and itself.To meet the personalized needs of employees through Idiosyncratic deals(such as working time and place flexible),can help enterprises to establish a good relationship of employment,improve employee's organizational commitment,in order to attract,motivate and retain valuable employees of the target,and then realize the enterprise sustainable development strategy.In this context,more and more enterprises begin to introduce person alized contract strategy at home and abroad.Idiosyncratic deals is a new strategy of human resource management,Foreign scholars have done a lot of research on attracting and retaining core employees.The empirical study shows that idiosyncratic deals in the staff to meet the personalized needs of enterprises at the same time,can affect the work related to perception,attitude and behavior,such as job satisfaction,organizational commitment,perceived justice,behavior etc.(Ho&Teklead,2013;Rosen et al.,2013).Since the introduction of idiosyncratic deals in China is relatively late,Chinese academic research on idiosyncratic deals or individual agreement is less,There are few literatures about it.There are less than 10 literatures about personalized contract retrieval in cnki.net.Although foreign scholars have studied the concept,types and related variables of idiosyncratic deals in detail,But the research on idiosyncratic deals and work,work behavior and enterprise performance is not fully developed,especially in the context of China,personalized contract how to improve employee knowledge sharing behavior is still worth exploring.Based on social exchange theory and social cognitive theory,this study attempts to take knowledge workers as samples,Design through a moderated mediation model,To explore the mechanism of the individual behavior of the employees' knowledge sharing contract,especially the introduction of emotional relations as the indirect effects of variable research on idiosyncratic deals behavior on employees'knowledge sharing contract with personalized negative potential and actual interview.The research model and ideas of this paper enrich the academic research on idiosyncratic deals and knowledge sharing behavior,and the research results also have important guiding value in practice.In this study,257 valid questionnaires were used,and spss21.0 and Amos 17.0 statistical tools were used to analyze the data,in order to verify the theoretical models and hypotheses.Research findings:(1)Task based idiosyncratic deals and career development idiosyncratic deals have positive influence on employee knowledge sharing behavior,and flexible idiosyncratic deals has no positive influence on employee knowledge sharing behavior.(2)Task based idiosyncratic deals and career development idiosyncratic deals have positive influence on employee's organizational based self-esteem,and flexible idiosyncratic deals have no positive influence on employee's organizational self-esteem.(3)Employee organizational based self-esteem plays a partial mediating role between task based idiosyncratic deals and employee knowledge sharing behavior,and plays a full mediating role between career development idiosyncratic deals and employee knowledge sharing behavior,Organizational based self-esteem have no mediating role between flexible idiosyncratic deals.(4)Employeess' emotional relationship is not as general assumptions play a positive regulatory role,but the reverse regulation of positive effect on organizational based self-esteem on knowledge sharing behavior,namely the emotional relationship with colleagues perceived higher positive effect on organizational based self-esteem on knowledge sharing behavior is small.At the same time,the relationship between affective personality reverse regulation task based idiosyncratic deals through indirect effects organizational based self-esteem on employee knowledge sharing behavior,namely when the level of perceived emotional relationship is low,the stronger the mediating role of organizational based self-esteem.