Empirical Study Of The Psychological Contract On The Impact Of Tacit Knowledge Sharing Willing

In the dynamic global economy, knowledge is an important resource in the organization of strategic competition, and the effective management of personal knowledge is an important part of business management. The turning of personal tacit knowledge into organizational knowledge, which is a critical step in the sharing of knowledge resources, organizations should try to promote employee to maximize their tacit knowledge sharing. Incentive management of existing knowledge and creative new knowledge is to change the employees about the composition of the psychological contract. The psychological contract is a commitment between employee and organization that is a hint which organization and employee give to each other. The common character of tacit knowledge sharing and psychological contract is that both of them are tacit, which leads to an intrinsic link between those two things. Therefore, the psychological contract is an important issue of the study of tacit knowledge sharing willingness study, and the trend of knowledge management.This study aims to investigate the types of psychological contract for employees in enterprises and the tacit knowledge sharing willingness, which put forward hypotheses on the basis of reviewing on extensive literatures, and different types of psychological contract on knowledge sharing will have different effects on tacit knowledge sharing willingness. The methods of empirical, and questionnaires are used to collect statistics date of balanced psychological contract, relational psychological contract, transactional psychological and tacit knowledge sharing, and the SPSS software is also used to analyze the date mentioned above. The reliability and validity of each questionnaire is tested in this study, and the factor extraction method is used to sort out the main factors. By using the SPSS software to analyze the new date, the linear regression equations representing the impacts of each factor on the tacit knowledge sharing willingness are worked out.It is found that there is a positive correlation between balanced psychological contract and tacit knowledge sharing. It is a weak positive correlation of the balanced factor1and balanced factor3to the tacit knowledge sharing factor, and the relationship between the balanced factor2and the tacit knowledge sharing factor is a outstanding positive correlation. Therefore, management atmosphere of the balanced psychological contract is able to promote the tacit knowledge sharing willingness. It is also found that there is a positive correlation exists between relational psychological contract and tacit knowledge sharing. The relational factor1and the relational factor2have significantly positive correlation to tacit knowledge sharing factor, and therefore, the relational psychological contract is able to stimulate the employees’willingness of tacit knowledge sharing. In addition, it is found that there is a negative correlation between transactional psychological contract and tacit knowledge sharing. The transactional factor1has significant negative correlation to the tacit knowledge sharing factor, and the transactional factor2is week positive correlation to the tacit knowledge sharing factor. Therefore, the transactional psychological contract management environment diminishes the willingness of the employees’knowledge sharing.