The relationship between high‐commitment HRM and knowledge‐sharing behavior and its mediators

Purpose The purpose of this study is to investigate the relationship between high‐commitment human resource management and individual knowledge‐sharing behavior. Furthermore, the mediating factors that link the relationship are examined. Design/methodology/approach The structural equation model was applied to test eight hypotheses by means of a survey of 198 practitioners. Findings High‐commitment human resource management was positively related to perceived organizational support. Perceived organizational support was positively associated with organizational trust and organizational commitment. Organizational commitment was positively related with knowledge‐sharing behavior. Perceived organizational support and organizational commitment mediated the relationship between high‐commitment human resource management and knowledge‐sharing behavior. Research implications First, enterprises can foster knowledge‐sharing behavior by adopting high‐commitment HRM. Second, when employees perceive organizational support, they generate organizational commitment and then perform knowledge‐sharing behavior, benefiting the organization. Originality/value From the perspectives of social exchange and social identity, this study demonstrated how high‐commitment HRM practices dominate knowledge‐sharing behavior via perceived organizational support and organizational commitment.