고성과작업시스템 시행이 조직 구성원의 지식공유에 미치는 영향과 상사지원의 역할

The purpose of this study was to examine the impact of the perceived high-performance work system on the performance of the organization based on prior researches and the issues of the high-performance work system operated as part of strategic human resource management. Specifically, we tried to confirm the influence of the perceived high-performance work system on knowledge sharing through the recognition of organizational support by organization members based on social exchange theory. In addition, this study was intended to verify the moderating effect of leader support, which is expected to have a synergy effect while being recognized as informal support along with perceived organizational support in the influence of perceived organizational support on members’ knowledge sharing. In particular, in the context of social support, organizational support and leader support have similar characteristics based on social exchange theory, but organizational support means formal and uniform support from the organization, while leader support has a dyadic relationship and includes practical support for solving various problems related to work in addition to the emotional dimension. Due to these character istics, the stronger the awareness of the leader’s support, the more active efforts are made to derive positive results of their role or extra role as well. This study attempted to examine the synergy effect between the two variables based on this conceptual difference between perceived organizational support and leader support. For research analysis, the results of empirical analysis on 701 executives and employees working in a total of 9 domestic companies are as follows. First, the perceived high-performance work system had a positively significant effect on knowledge sharing. In addition, the perceived organizational support of organization members positively mediated the relationship between the perceived high performance work system and knowledge sharing. In addition, as a unofficial support, leader support reinforced the influence of perceived organizational support on knowledge sharing. Through this, the direction for future high performance work system research was presented by conducting individual level research, which was relatively insufficient and problems with measurement shown in the existing high performance work system research. Furthermore, it was verified that in order to activate and expand knowledge sharing within the organization, the leader support was important along with the official support provided by the organization. Based on these analysis results, implications and future research directions were presented.