The effect of knowledge hiding on employee innovation performance of multinational corporations : based on team-member exchange and cultural intelligence
| dc.contributor.advisor | Chen, Chih Hung | th |
| dc.contributor.author | Jin, Yanfang | th |
| dc.date.accessioned | 2023-09-07T02:58:29Z | |
| dc.date.available | 2023-09-07T02:58:29Z | |
| dc.date.issued | 2022 | th |
| dc.date.issuedBE | 2565 | th |
| dc.description | Thesis (Ph. D. (Management))--National Institute of Development Administration, 2022 | th |
| dc.description.abstract | Economic globalization has become an irresistible trend in world economic development. Innovation is the primary driving force for national development and the decisive factor for the survival and development of enterprises, especially for multinational corporations. In the post-epidemic era, the turbulence and uncertainty of the world economy have further intensified. Economic globalization has suffered unprecedented damage. The trade friction between major countries escalates, and Chinese multinational companies face is great challenges. Therefore, improving the innovation of multinational companies effectively is an important way to enhance the core competitiveness of multinational companies. For the realization of the innovation performance of teams and organizations coming from individual innovation, multinational companies rely on employees with different cultures to improve their innovation performance. It is of great significance to study the ways to improve the innovation performance of employees to enhance the core competitiveness of multinational companies. Therefore, from the perspective of knowledge sharing, the current research mainly studies the improvement of employee innovation performance, ignoring the important premise of knowledge sharing -- employees decide to share their knowledge. Employees who are not motivated to share knowledge with their colleagues will hide their knowledge, leading to knowledge-hiding behaviors. Then the behaviors will reduce the social interaction between employees and their creativity, which has an impact on employees’ innovation behaviors and weakens the innovation performance of employees and the company. Accordingly, this study applies the social exchange theory to study the knowledge-hiding behaviors of employees who are working in multinational companies and studies the function mechanism of knowledge hiding on employee innovation performance. This study adopts the social exchange theory and the social classification theory to blend knowledge management and innovation. Meanwhile, this study, synthesizing literature research, questionnaire, and statistical analysis, using SPSS and MPLUS to analyze data and selecting 300 Chinese employees from the multinational companies as the research sample, study the function mechanism of knowledge hiding on employee innovation performance. Based on the exchange relationship of employees and the working characteristics of cross-culture, this study explores the mediating and moderating role of team-member exchange and cultural intelligence in the influence of knowledge hiding on the innovation performance of employees in multinational companies. The research hypothesis and the theoretical model are verified, have made up for defects of existing studies. This study discusses the improvement of innovation performance of employees from multinational companies, which is an innovative exploration in the field of knowledge management and innovation management. The research results provide theoretical support and guarantee for Chinese multinational companies to improve the innovation performance of their employees, bringing certain practical significance. This study effectively reveals the function mechanism of knowledge hiding on multinational employee innovation performance, constructs a research framework of knowledge hiding, team-member exchange, cultural intelligence and employee innovation performance of multinational companies, and provides theoretical support for the research of the relationship among variables. Empirical conclusions suggest that managers of multinational companies should specify effective human resource management and knowledge management strategies for employee knowledge hiding, to improve team-member exchange, reduce knowledge hiding, and ultimately improve employees’ innovation performance. The research conclusions have important theoretical and practical significance. | th |
| dc.format.extent | 228 leaves | th |
| dc.format.mimetype | application/pdf | th |
| dc.identifier.other | b216007 | th |
| dc.identifier.uri | https://repository.nida.ac.th/handle/662723737/6643 | th |
| dc.language.iso | eng | th |
| dc.publisher | National Institute of Development Administration | th |
| dc.rights | This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. | th |
| dc.subject | Knowledge hiding | th |
| dc.subject | e-Thesis | th |
| dc.subject.other | Knowledge management | th |
| dc.subject.other | Performance -- Case studies | th |
| dc.subject.other | Teams in the workplace | th |
| dc.title | The effect of knowledge hiding on employee innovation performance of multinational corporations : based on team-member exchange and cultural intelligence | th |
| dc.type | text--thesis--doctoral thesis | th |
| mods.genre | Dissertation | th |
| mods.physicalLocation | National Institute of Development Administration. Library and Information Center | th |
| thesis.degree.department | International College | th |
| thesis.degree.discipline | Management | th |
| thesis.degree.grantor | National Institute of Development Administration | th |
| thesis.degree.level | Doctoral | th |
| thesis.degree.name | Doctor of Philosophy | th |