Effects On Organizational Performance Internal Mechanism Yunnan Regional Organizations Trust

With the advent of economic globalization and the knowledge economy era, thedomestic and international market competition, enterprises around the world arefacing increasingly fierce. Many enterprises in order to improve their competitivenessand adaptability are exploring effective ways to increase productivity and improveorganizational performance. Impact on enterprise organizational performancemechanisms, not only the key issues of concern to theorists, but also a hot issue ofconcern to business managers.Currently, although many scholars point of view of the many factors affectingorganizational performance, but did not explain the impact of the mechanism oforganizational performance from the perspective of the nature of the enterprisecontract. From the business point of view as a series of contract assembly cut, theorganization linked to trust and organizational performance, knowledge sharing andattempts to contact both as intermediary variables to analyze the organization ’simpact on organizational performance trust mechanism, trying to be morecomprehensive understanding of organizational performance to provide a newperspective. In this paper, China Yunnan area businesses for the survey, theestablishment of trust within the organization, knowledge sharing research model andorganizational performance between the three, SPSS and AMOS software usingdescriptive statistics analysis, reliability and validity analysis and structural equationmodel analysis, discusses how they affect the internal organizational trustorganizational performance through knowledge sharing behavior. The results showthat: the internal organization of the trust has a positive impact on organizationalperformance and employee knowledge sharing behavior, and there is a positiverelationship between knowledge sharing behavior and organizational performance,and thus knowledge sharing behavior among employees within an organization fromthe trust and organizational performance intermediary role.Finally, we propose recommendations to improve knowledge sharing within the organization and the level of trust: establish organizational climate of mutual trust andimprove the overall level of trust within the organization staff and colleagues,supervisors, between organizations; build knowledge-sharing platform within theorganization to improve organizational knowledge sharing level; improve thesupervision and punishment mechanism dishonesty, reducing the risk of trust withinthe organization.