Research On The Impact Of Abuse Management On Employee Knowledge Sharing

In the age of knowledge economy,knowledge is regarded as the organization's most valuable core strategic resource.How to promote knowledge sharing and communication among internal members of the organization is a topic that has been a concern in the academic and practical fields for a long time.Knowledge sharing is the source of the organization's creation and transmission of value,and it is also a key influencing factor for organizational performance,competitiveness and innovation ability.In the increasingly competitive organization circle,knowledge is the guarantee of individual's competitive advantage,interests,and value and status in the organization.In practice,knowledge sharing is not easy and the effect is often not satisfactory.Exploring the influencing factors and internal mechanisms that promote and hinder employees' knowledge sharing has important guiding significance for enterprises to enhance their innovation ability and sustainable competitive advantage.Although the leadership of abusive management has received more attention in recent years,research in this area is still relatively inadequate.In today's rapidly changing and highly competitive era,complex,extremely vague and uncertain environments have caused organizations and leaders to face challenges and crises.The psychological pressures and anxieties of the managers in the organization have doubled,resulting in widespread and more frequent abusive management.Although foreign scholars Kim et al.(2015)and Wu and Lee(2016)have demonstrated a negative relationship between abusive management and employee knowledge sharing,leadership behavior has a strong cultural heterogeneity and China has its own special cultural background.Differences in cultural and institutional backgrounds may lead to differences in leadership effectiveness and impact mechanisms.Therefore,the essence of the process of abusive management on employee work consequences based on the organizational situation in China needs further verification.The purpose of this study is to explore the mechanism of abusive supervision on employee knowledge sharing,focusing on the mediating role of leadership-member exchange and leader identification,as well as the moderating role of power distance and uncertainty avoidance.First of all,on the basis of summarizing the research results of domestic and foreign research variables,I find the entry points for this study and put forward the relevant research hypotheses.Secondly,I select the employees and their direct supervisors as the research object,and use the structural equation model and hierarchical regression to analyze 238 sets of paired data.The results show that abusive supervision has a significant negative impact on knowledge sharing;leadership-member exchange plays completely mediating roles between abusive supervision and knowledge sharing;and power distance negatively moderates the relationship between abusive supervision and knowledge sharing relationships;uncertainty avoidance positively moderates the relationship between abusive supervision and knowledge sharing.Finally,the paper discusses the results of this study and point out the lack of research.