The Impact Of Leader-member Exchange Differentiation On Team Knowledge Sharing

In the new economic era,knowledge has become the core strategic resource of enterprises.Knowledge management has been paid more and more attention by enterprises,and knowledge sharing is the most important part of knowledge management.Through knowledge sharing,the knowledge acquired by individual employees can be effectively disseminated and utilized,and then the team innovation ability and the competitive advantage of enterprises can be improved.But because team workers will see knowledge as a special resource,they fear that their position in the team or enterprise will declined after sharing knowledge with other employees,so even though the enterprise spends a lot of manpower,material and financial resources to improve the level of team knowledge sharing,but the effect is not obvious.In this case,There is an urgent need to find an effective way to improve team knowledge sharing.In the enterprise,many factors will affect team knowledge sharing,among which,leadership behavior has attracted the attention of many researchers.Employee behavior and leadership behavior are inextricably linked to each other in the team.By taking appropriate measures,leadership behavior can effectively improved the willingness and behavior of knowledge sharing among team workers.The current research on leadership behavior does not involve the exchange relationship between leaders and team workers.When the exchange relationship is quite different,it will stimulate the social comparison behavior of team workers and lead to team relationship conflict.And then the level of team knowledge sharing is reduced.Therefore,Based on the theory of social exchange,social comparison and the theory of social identity,this study discusses the relationship between leadership-member exchange differentiation and team knowledge sharing,the mediating effect of team relationship conflicts and the moderating effects of justice atmosphere.After reviewing a large number of literatures,this study puts forward and established a theoretical research model.This study made an empirical analysis on the data of 59 teams with 294 employees,and drew the following research conclusions:(1)Leader-member exchange differentiation has a significant negative impact on team knowledge sharing;(2)Leader-member exchange differentiation has a significant positive impact on team relationship conflict;(3)Team relationship conflict has asignificant negative impact on team knowledge sharing;(4)Team relationship conflict has a partial mediating effect between leader-member exchange differentiation and team knowledge sharing;(5)Distributive justice and procedural justice have negative moderating effects on the relationship between leader-member exchange differences and team relationship conflicts,Interactive fairness has no moderating effect.