The Influences of Perceived Ability of HRD to Create a Learning Culture on Supervisors' and Peers' Commitment to Learning and Knowledge Sharing

The purpose of this study is to investigate whether the perceived ability of HRD to create a learning culture has actual influences on employees’ knowledge sharing by enhancing supervisors’ and peers’ commitment to learning. A questionnaire was distributed to organizational members from seven subsidiaries of a Korean motor company. Structural equation modeling was used to analyze the data collected from 587 participants, and the findings are as follows: First, supervisors’ and peers’ commitment to learning mediated the relationship between perceived ability of HRD to create a learning culture and knowledge sharing. Second, perceived ability of HRD to create a learning culture also had a direct positive effect on knowledge sharing. Finally, supervisors' commitment to learning had an indirect positive effect on knowledge sharing via enhancement of peers' commitment to learning. This study presents empirical evidences for the effects of the ability of HRD to create learning culture on knowledge sharing. Finally, details on the central role of HRD in creating a learning culture is discussed.