摘要
团队作为现代组织中越来越普遍应用的工作方式,已成为知识管理活动过程中的重要环节,团队知识共享则是构建竞争优势的关键。但是由于知识共享的内在滞障,需要通过团队管理的干预得以加强。绩效考核以激发员工的主观能动性和潜能创造为主旨,应该在促进员工知识共享意愿上起到重要作用。但是,在研究与实践中,团队绩效考核方式是注重团队绩效还个体绩效一直以来存在争议与困惑。因此,本研究试图通过探讨团队性绩效考核对知识共享的影响及其作用机制来探寻有效促进知识共享的绩效考核方式,以解决一直以来困扰理论研究者及管理实践者的团队管理难题。
本文通过三方面的研究对这一问题进行探讨。首先,研究团队性绩效考核对知识共享的影响。即,团队性绩效考核对知识共享是否有影响?有多大的影响?第二,研究团队性绩效考核对知识共享影响过程中的中介机制。即,团队性绩效考核通过哪些中介变量对知识共享产生影响。第三,研究团队性绩效考核对知识共享影响过程中的调节机制。即,有哪些变量会对团队性绩效考核与知识共享之间的关系产生影响,它们又是如何影响的。在理论分析的基础上提出了一系列研究假设,并通过实证研究进行验证,得出如下结论:
(1)团队性绩效考核对知识共享有正向影响作用,但是它的影响作用并不很强烈。这一结果表明,进一步揭示团队性绩效考核对知识共享影响过程中的“黑箱”之谜,探讨团队性绩效考核对知识共享的作用机制具有必要性,以此可以为更有效地实施团队性绩效考核提供理论上的指导。
(2)分配公平感、人际信任与团队承诺在团队性绩效考核对知识共享的影响机制中起到了完全中介作用。即,团队性绩效考核通过触发推进团队成员的绩效考核分配公平感、人际信任、团队承诺形成了以功利主义、互惠性、团队认同为基础的三大中介机制,从而驱动了团队成员共享知识的个人动机,最终做出知识共享的决策行为。但是,在这三大中介机制中,团队性绩效考核对分配公平感、人际信任、团队承诺的触发推动力是有限的。也正是由于团队性绩效考核在激活三大中介机制作用时显得有些乏力,从而造成了团队性绩效考核对知识共享的较弱的影响效应。因此,进一步深入探讨团队性绩效考核对知识共享影响过程中的调节作用将具有重要的理论意义和实践价值。
(3)从总体上讲,任务相互依赖性、团队成员能力梯度、团队效能感等团队特征因素在团队性绩效考核与分配公平感、人际信任、团队承诺之间关系中起到了调节作用。具体来说,任务相互依赖性与团队效能感在团队性绩效考核与分配公平感、人际信任、团队承诺之间的关系中均起到正向的调节作用;团队成员能力梯度虽然在团队性绩效考核与团队承诺之间关系中的调节作用并未得到支持,但是它在团队性绩效考核与分配公平感、人际信任之间的关系中起到了负向的调节作用。此外,绩效考核程序公平感与互动公平感正向地调节了分配公平感与知识共享之间的关系。
最后,系统归纳和讨论了本研究的主要结论,并指出了研究中存在的不足及后续研究方向。
Team, as an increasingly prevalent work structure in modern organizations, becomes an important component in the process of knowledge management. Knowledge sharing within teams is pivotal in creating organizational competitive advantage. However, knowledge sharing within teams might not be realized spontaneously because of its inherent obstacles, which makes it necessary to explore effective team management to promote knowledge sharing. Performance appraisal, as a means of motivating individual initiative, may play an important role in developing employees' willingness to share knowledge. Unfortunately, in the theoretical research and management practice, the disputes and puzzles whether team performance or individual performance should be stressed have been existed all the while. Therefore, by seeking greater insight into the effect and mechanism of team-based performance appraisal on knowledge sharing, we attempted to explore the effective performance appraisal method which may promote knowledge sharing in order to solve the troublesome problem.
This dissertation addressed the above problem through studying the following three aspects: (1) the effect of team-based performance appraisal on knowledge sharing. That is to say, whether may team-based performance appraisal positively influence knowledge sharing? And how much is its influence? (2) the mediating mechanism of team-based performance appraisal on knowledge sharing. In other words, which variables do take the mediating roles in the relationship between team-based performance appraisal and knowledge sharing? (3) the moderating mechanism of team-based performance appraisal on knowledge sharing. That is, which variables do influence the relationship between team-based performance appraisal and knowledge sharing? And how do they influence the relationship? Then, the relevant research hypotheses were proposed based on the theoretical analysis. Moreover, relevant field study was conducted to test these hypotheses. Finally, the conclusions were made as follows:
(1) Team-based performance appraisal has positive effect on knowledge sharing, but its effect is not powerful. As the result implies, it is very necessary to uncover the "black box" in the process of the influence of team-based performance appraisal on knowledge sharing by exploring the influencing mechanism of team-based performance appraisal on knowledge sharing, which can provide the specific theoretic guidelines on the more effective implementation of team-based performance appraisal.
(2) Distributive justice perception, interpersonal trust and team commitment take a full mediating role all together in the relationship between team-based performance appraisal and knowledge sharing. In other words, team-based performance appraisal may push team members' distributive justice perception, interpersonal trust and team commitment. Then, three mediating mechanisms based on utilitarian, reciprocity and team identification will be formed, which may activate team members' personal motivation. Finally, the full decision-making of knowledge sharing with other members may be realized. However, in the three mediating mechanism, the driving power of team-based performance appraisal is not strong in pushing team members' distributive justice perception, interpersonal trust and team commitment, which leads to the weak positive effect of team-based performance appraisal on knowledge sharing. Accordingly, it is valuable and meaningful in theory research and management practice to explore the moderating mechanism in the process of the influence of team-based performance appraisal on knowledge sharing.
(3) As a whole, characteristic team factors including team task interdependence, team members' ability gap and team efficacy moderate the relationship between team-based performance appraisal and the mediators (i.e. distributive justice perception, interpersonal trust and team commitment). Specifically, both of task interdependence and team efficacy positively take the moderating role in the relationship between team-based performance appraisal and all of the three mediators. Though the moderating role of team members' ability gap between team-based performance appraisal and team commitment isn't supported, it negatively moderates the relationship between team-based performance appraisal and the other two mediators (i.e. distributive justice perception and interpersonal trust). Additionally, procedural justice perception and interactive justice perception positively moderate the relationship between distributive justice perception and knowledge sharing.
Finally, the main conclusions were summarized and discussed, and the research limitation and future directions were also put forward.
引文
[1] Adams, S. J. Inequity in social exchange. In L. Berkowitz (Ed.). Advances in Experimental Social Psychology. New York, NY: Academic Press, 1965, 2: 267-299
[2] Adams, S. J. & Freedman, S. Equity theory revisited: Comments and annotated bibliography. Advances in Experimental Social Psychology. eds. Berkowitz, L. & Walster, E. New York, Academic Press, 1976, 9: 43-90
[3] Addrews, K. M. & Delahay, B. L. Influences on knowledge processes in organizational learning: The psycholsocial filter. Journal of Management Studies, 2000, 37(4): 797-810
[4] Albanese, R. & Van Fleet, D. D. Rational behavior in groups: The free-riding tendency. Academy of Management Review, 1985, 10: 244-255
[5] Alchain, A. & Demsetz, H. Production, information costs and economic organization. American Economic Review, 1972, 62: 777-7951
[6] Alexander, S. & Ruderman, M. The role of procedural and distributive justice in organizational behavior. Social Justice Research, 1987, 1: 177-198
[7] Alfano, G. & Marwell, G. Experiments on the provisions of public goods by groups. III. Nondivisibility and free riding in real groups. Social Psychology Quarterly, 1980,43(3): 300-308
[8] Allen, B. C., Sargent, L. D., Bradley, L. M. Differential effects of task and reward interdependence on perceived helping behavior, effort, and group performance. Small Group Research, 2003, 34(6): 716-740
[9] Allen, D. G., Shore, L. M., Griffeth, R. W. The role of perceived organizational support and supportive human resource practices in the turnover Process. Journal of Management, 2003, 29(1): 99-118
[10] Allen, N. J. & Meyer, J. P. The measurement and antecedents of affective, continuance, and normative commitments to organization. Journal of Occupational Psychology, 1990, 63: 1-8
[11] Alper, S., Tjosvold, D., Law, K. S. Interdependence and controversy in group decision making: Antecedents to effective self-managing teams. Organizational Behavior & Human Decision Processes, 1998, 74(1): 33-52
[12] Alton Chua, Knowledge sharing: A game people play. Aslib Proceeding, 2003, 55(3): 117-129
[13] Alvesson, M. Management of Knowledge-intensive Companies. New York: Walter de Gruyer, 1993
[14] Angle, H. L. & Perry, J. L. An empirical assessment of organizational commitment and organizational effectiveness. Administrative Science Quarterly, 1981, 26(1): 1-14
[15] Aquino, K. Relationships among pay inequity, perceptions of procedural justice, and organizational citizenship. Employee Responsibilities and Rights Journal, 1995,8:21-33
[16] Arthur, J. B. Effects of human resource systems on manufacturing performance and turnover, Academy of Management Journal, 1994, 37(3): 670-87
[17] Bae, J., & Lawler, J. Organizational and HRM strategies in Korea: Impact on firm performance in an emerging economy. Academy of Management Journal, 2000,43:502-517
[18] Bandura, A. Social Foundations of Thought and Action. Englewood Cliffs, NJ: Prentice-Hall, 1986
[19] Bandura, A. Collective efficacy. In: Bandura, A.(Ed.). Self-efficacy: The Exercise of Control New York: Freeman, 1997: 477-525
[20] Bandura, A. Exercise of human agecy through collective efficacy. Current Directions in Psychological Science, 2000, 9: 75-78
[21] Bannister, B. D., & Balkin, D. B. Performance evaluation and compensation feedback messages: An integrated model. Jounal of Occupational Psychology, 1990,63:97-111
[22] Barney, J. B. & Hesterly, W. Organizational ecomonics: Understanding the relationship between organizations and eco-nomic analysis. In: Clegg, S. R. Hardy, C. & Nord, W. R.(Eds.). Handbook of Organization Studies. Thousand Oaks. CA: Sage Publications, 1996: 115-147
[23] Baron. R. M. & Kenny. D. A. The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 1986, 51: 1173-1182
[24] Bart van den Hooff, Femke de leeuw van Weenen. Committed to share: commitment and CMC use as antecedents of knowledge sharing. Knowledge and Process Management, 2004,11: 13-24
[25] Bartol, K. M. Encouraging knowledge sharing: The role of organizational reward systems. Journal of Leadership & Organizational Studies, 2002, 9(1): 64-76
[26] Becker, B. & Huselid, M. High performance work systems and firm performance: A synthesis of research and managerial implications. In: Ferris G R. Research in Personnel and Human Resource Management. Greenwich, CT: JAI Press, 1998: 53-101
[27] Becker, H. S. Notes on the concept of commitment. American Journal of Sociology, 1960, 66(1): 32-42
[28] Becker, T. E. Foci and bases on commitment: Are they distinctions worth making? Academy of Management Journal, 1992, 35(1): 232-244
[29] Becker, W. S. & Mathieu. Team Performance. Chapter In: Edwards, J. E., Scott, J. C. and Raju, N. S.(Eds.). the Human Resources Program Evaluation Handbook. Thousand Oaks, CA: Sage Publications, Inc, 2003: 285-300
[30] Bentein, K., Stinglhamber, F. and Vandenberghe, C. Organization-, supervisor-, and workgroup-directed commitments and citizenship behaviours: A comparison of models. European Journal of Work & Organizational Psychology; 2002, 11(3): 341-362
[31] Bentler, P. M., Bonett, D. G. Significant tests and goodness of fit in the analysis of covariance structures. Psychology Bulletin, 1980(88): 588-606
[32] Bentler, P. M., Mooijaart, A. Choice of structural model via parsimony: a rational based on precision. Psychology Bulletin, 1989(106): 315-317
[33] Bhattacharya, R., Devinney, T. M., & Pillutla, M. M. A formal model of trust based on outcomes. Academy of Management Review, 1998, 23: 459-472
[34] Bies, R. J., Moag, J. S. Interactional justice: Communication criteria of fairness. In: Lewicki, R. J., Sheppard, B. H., and Bazerman, B. H.(eds.). Research on Negotiation in Organizations, Greenwich CT: JAI Press, 1986: 43-55
[35] Bies, R. J. & Shapiro, D. L. Interactional fairness judgments: The influence of causal accounts. Social Justice Research, 1987, 1: 199-218
[36] Bies, R. J., Shapiro, D. L., & Cummings, L. L. Causal accounts and managing organizational conflict. Communication Research, 1988, 15: 381-399
[37] Bies, R. J. Interactional(in) justice: The sacred and the profane, In: Greenberg, J. & Cropanzano(Eds.). Advances in Organizational Justice. Stanford, CA: Stanford Uneversity Press, 2001: 89-118
[38] Billings, R. S., Klimoski, R. J., Breaugh, J. A. The impact of a change in technology on job characteristics: A quasi-experiment. Administrative Science Quarterly, 1977,22:318-339
[39] Bishop, J. W. & Scott, K. D. Employee commitment and work team productivity. HR Magazine, 1996,11: 107-111
[40] Bishop, J. W., Scott, K. D. & Casino, L. S. The differential effects of team commitment and organizational commitment on job performance and intention to quit. Paper presented at the Annual Meeting of Acacemy of Management, Bosten, 1997
[41] Bishop, J. W. & Scott, K. D. Organizational and team commitment in a team environment. Journal of Applied Psychology, 2000, 85: 439-450
[42] Bishop, J. W., Scott, K. D. and Burroughs, S. M. Support, commitment, and employee outcomes in a team environment. Journal of Management, 2000, 26(6): 1113-1132
[43] Blau, P. Exchange and power in social life. New York: Wiley, 1964
[44] Bliese, P. Within-group agreement, non-independence, and reliability: implications for data aggregation and analysis. In: Klein, K. J. & Kozlowski, S. W. J.(Eds.). Multilevel Theory, Research and Methods in Organizations. San Francisco, CA: Jossey-Bass, 2000: 349-381
[45] Bock, G. W., Zmud, R. W. and Kim, Y. G Behavioral intention formation in knowledge sharing: examining the roles of extrinsic motivators, social-psychological forces, and organizational climate. Mis Quarterly, 2005, 29(1): 87-111
[46] Bomstein, Gary, Ido Erev, & Ori Rosen. Intergroup competition as a structural solution to social dilemmas. Social Behavior, 1990, 5: 247-260
[47] Bonacich, Phillip & Schneider, Sherry. Communication networks and collective action. In: Liebrand, W. B. G. Messick, D. M. and Wilke, H. A. M.(eds.). Social dilemmas: Theoretical Issues and Research Findings. New York: Pergammon, 1992: 225-245
[48] Bonacich, Phillip, Gerald, H. Shure, James P. Kahan, and Robert J. Meeker. Cooperation and group size in the n-person prisoner's dilemma. Journal of Conflict Resolution, 1976, 20: 687-706
[49] Bosrtom, R. P, Successuful application of communication techniques to improve the systems development porcess. Information & Management, 1989(16): 279-295
[50] Bradach, J. L. & Eccles, R. Price, Authority and trust: From ideal types to plural forms. Annual Review of Sociology, 1989(15): 97-118
[51] Bradley J. Alge, Carolyn Wiethoff and Howard J. Klein. When do the medium matter? Knowledge-building experiences and opportunities in decision-making teams. Organizational Behavior and Human Decision Processes, 2003(1): 26-37
[52] Brass, D. Men's and women's networks: A study of interaction patterns and influence in an organization. Academy of Management Journal, 1985, 28: 327-343
[53] Brass. D. J. Structural relationships, job characteristics, and worker satisfaction and performance. Admiiiistralive Science Quarterly, 1981, 26: 331-348
[54] Brewer, M. B. & Kramer, R. M. Choice behavior in social dilemmas: Effects of social identity, group size, and decision framing. Journal of Personality and Social Psychology, 1986, 50: 543-549
[55] Brockner, J. & Wiesenfeld, B. M. An integrative framework for explaining reactions to decisions: Interactive effects of outcomes and procedures. Psychological Bulletin, 1996, 120: 189-208
[56] Brown, R. B. & Woodland, M. J. Managing knowledge wisely: A case study in organizational behavior. Journal of Applied Management Studies, 1999, 6(2): 175-198
[57] Bryk, A. S. & Raudenbush, S. W. Hierarchical Linear Models: Application and Methods. Newbury Park, CA: Sage, 1992
[58] Bryk, A. S & Raudenbush, S. W. Hierarchical Linear Models: Application and Data Analysis Methods(2nd ed). Newbury Park, CA: Sage, 2002
[59] Bryk, A. S. & Raudenbush, S. W. Methodology for cross-level organizational research, Research in the Sociology of Organization, 1989(7): 233-272
[60] Burton J, P., Lee, T. W., & Hotom, B. C., The influence of motivation to attend, ability to attend, and organizational commitment on different types of absence behaviors. Journal of Managerial Issues, 2002, 11(2): 181-197
[61] Cabrera, A. & Cabrera, E. F. Knowledge-sharing dilemmas. Organization Studies, 2002, 23(5): 687-710
[62] Cabrera, E. F. & Cabrera, A. Fostering knowledge sharing through people management practices. International Journal of Human Resource Management, 2005, 16(5): 720-735
[63] Cabrera, A., Collins, W. C, Salgado, J. F. Determinants of individual engagement in knowledge sharing. International Journal of Human Resource Management, 2006, 17(2): 245-264
[64] Campbell, D. J., Campbell, K. M., Chia, H. B. Merit pay, performance appraisal, and individual motivation: An analysis and alternative. Human Resource Management, 1998,37(2): 131-146
[65] Campion. M. A., Medsker, G. J. & Higgs, A. C. Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 1993, 46: 823-850
[66] Campion, M., Papper, E. M., Medsker, G. J. Relations between work team characteristics and effectiveness: A replication and extension. Personnel Psychology, 1996,49(2): 429-452
[67] Carson, K. P., Cardy, R. I. & Dobbins, G H. Performance appraisal as effective management or deadly management disease: Two initial empirical investigations. Group & Organization Studies, 1991, 16: 143-159
[68] Chan. D. Functional relations among constructs in the same content domain at different levels of analysis: A typology of comparison models. Journal of Applied Psychology, 1998, 83: 234-246
[69] Chen, G. & Tjosvold, D. Cooperative goals and constructive controversy for promoting innovation in student groups in China. Journal of Education for Business, 2002, 78(1): 46-50
[70] Chen, M. H. Understanding the benefits and detriments of conflict on team creativity process. Creativity and Innovation Management, 2006,15(1): 105-116
[71] Chen, Z. X., Francesco, A. M. The relationship between the three components of commitment and employee performance in China, 1997
[72] Chen, G, Webber, S. S., Bliese, P. D., Mathieu, J. E., Payne, S. C. Simultaneous examination of the antecedents and consequences of efficacy beliefs at multiple levels of analysis. Human Performance, 2002, 15: 381-409
[73] Chowdhury, S. The Role of Affect- and Cognition-based Trust in Complex Knowledge Sharing. Journal of Managerial Issues, 2005,17(3): 310-326
[74] Church, A. T., Burke, P. J. Exploratory and confirmatory tests of the big five and Tellengen's three-and-four dimensional models. Journal of Personality and Social Psychology, 1994(66): 93-114
[75] Churchill, G. A. A. Paradigm for developing better measures of marking constructs. Journal of Marketing Research, 1979, 16(2): 64-73
[76] Cohen, S. G. New approaches to teams and teamwork. In: Galbraith, J. R. & Lawler, E. E. Organizing For the Future. San Francisco, CA: Josey-Bass, 1993: 194-226
[77] Cohen-Charash, Y. & Spector, P. E. The role of justice in organizations: A meta-analysis. Organizational Behavior and Human Decision Processes, 2001, 86(2): 278-321
[78] Coleman, J. S. Social capital in the creation of human captital. American Journal of Sociololgy(Supplement), 1988: 95-120
[79] Coleman, J. S. Foundations of Social Theory. Cambridge, MA and London: Harvard University Press, 1990
[80] Colquitt, J. A. On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 2001, 86(3): 386-400
[81] Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O. L. H., & Ng, K. Y. Justice at the millenium: A meta-analytic review of 25 years of organizational justice research. Journal of Applied Psychology, 2001, 86: 425-445
[82] Connelly, C. E. & Selloway, E. K. Predictors of employees' perceptions of knowledge-sharing culture. Leadership & Organitional Development Journal, 2003, 24(5/6): 294-305
[83] Connolly, T. & Thorn, B. K. Discretionary databases: Theory, data, and implications. In: Fulk, J. & Steinfield, C. W.(Eds.). Organizations and Communication Technology. Newbury Park, CA: Sage, 1990: 219-233
[84] Connolly, T., Thorn, B. K. and Heminger, A. Discretionary databases as social dilemmas. In: Liebrand, W., Messick, D. and Wilke, H.(Eds.). Social Dilemmas: Theoretical Issues and Research Findings, Oxford, UK: Pergamon, 1992: 199-208
[85] Conway, J. M. Distinguishing contextual performance from task performance for managerial jobs. Journal of Applied Psychology, 1999, 84: 3-13
[86] Cook, J. D. & Wall, T. D. New work attitude measures of trust, organizational commitment and personal need non-fulfilment. Journal of Occupational Psychology, 1980, 53: 39-52
[87] Cotton, M. S. & Cook, J. L. Meta analyses and the effects of various reward systems: some different conclusions from Johnson et al. Psychological Bulletin, 1982(92): 176-183
[88] Coyle-Shapiro, J. A. M., Morrow, P. C., Richardson, R. & Dunn, S. R. Using profit sharing to enhance employee attitudes: A longitudinal examination of the effects on trust and commitment. Human Resource Management, 2002, 41: 423-439
[89] Cronbach, L. J. Coefficient alpha and the internal structure of tests. Psychometrika, 1951,16:297-334
[90] Cropanzano, R. & Greenberg, J. Progress in organizational justice: Tunneling through the maze. In: Cooper, C. L. & Robbertson, I. T.(Eds.). International Review of Industrial and Organizational Psychology, London: John Wiley & Sons, 1997.12:317-372
[91] Cummings TG. Self-regulating work groups: A socio-technical synthesis. Academy of Management Review, 1978, 3: 625-634
[92] Currall, S. & Judge, T. Measuring trust between organizational boundary role persons. Organizational Behavior and Human Decision Processes, 1995, 64: 151-170
[93] Currie, G. & Kerrin, M. Human resource management and knowledge management: enhancing knowledge sharing in a pharmaceutical company. International Journal of Human Resource Management, 2003,14(6): 1027-1045
[94] Cyert, R. & March, J. A Behavioral Theory of the Firm(2nd ed.). Cambridge, MA: Blackwell, 1992
[95] Davenport, T. Information Ecology. Oxford: Oxford University Press, 1997
[96] Davenport, T. H. & Prusak, L. Working Knowledge. Boston: Harvard Business School Press, 1998
[97] Day, D. V. Leadership development: A review in context. Leadership Quarterly, 2001,11:581-613
[98] Dawes, R. M. Social dilemmas. Annual Review of Psychology, 1980, 31: 169-193
[99] Dawes, R. M., Orbell, J, and Alphons, J. C. Van de Krag. Not me or they but we: The importance of group identity in eliciting cooperation in dilemma situations. Acta Psycologica, 1988, 68: 83-97
[100] de Vries, R. E., van den Hooff, B. and de Ridder, J. A. Explaining knowledge sharing -The role of team communication styles, job satisfaction, and performance beliefs. Communication Research, 2006, 33(2): 115-135
[101] DeMatteo, J. S. Rewarding the team: An investigation of the direct and indirect effects of team-based reward practices on team cooperation and performance. Doctoral dissertation. The University of Tennessee, 1997
[102] DeMatteo, J. S., Eby, L. T., & Sundtrom, E. Team-based rewards: Current empirical evidence and directions for future research. Research in organizational behavior, 1998,20:141-183
[103] Deming, W. E. Out of Crisis. Cambridge. MA: Productivity Press, 1986
[104] Deutsch, M. A theory of cooperation and competition. Human Relations, 1949a, 2: 129-152
[105] Deutsch, M. The effects of cooperation and competition upon group process. Human Relations, 1949b, 2: 199-231
[106] Deutsch, M. Trust and suspicion. Conflict Resolution, 1958, 2: 265-279
[107] Deutsch, M. Equity, equality, and need: What determines which value will be used as the basis foe distributive justice? Journal of Social Issues, 1975, 31: 137-149
[108] Dirks, KT. The effects of interpersonal trust on work group performance. Journal of Applied Psychology, 1999, 84: 445-455
[109] Doney, P. M., Cannon, J. P., & Mullen, M. R. Understanding the influence of national culture on the development of trust. Academy of Management Review, 1998, 23(3): 601-620
[110] Drucker P. Post-capitalist society. London: Butterworth Heinemann, 1993: 25-27
[111] Dulebohn, J. H., & Ferris, G. R. The role of influence tactics in perceptions of performance evaluations' fairness. Academy of Management Journal, 1999, 42(3): 288-303
[112] Dunlap, W. P, Burke, M. J. & Smith-Crowe, K. Accurate tests of statistical significance for R [Sub Wg] and average deviation interrater agreement indexes. Journal of Applied Psychology, 2003, 88(2): 256-362
[113] Durham, C. C., Locke, E. A., Poon, J. M. L., McLeod, P. L. Effects of group goals and time pressure on group efficacy, informationseeking strategy, and performance. Human Performance, 2000, 13: 115-138
[114] Dyer, J. & Nobeoka, K. Creating and managing a high performance knowledge-sharing network: the Toyota case. Strategic Management Journal, 2000, 21(3): 345-367
[115] Earley, P. C, Northcraft, G. B. Goal setting, resource interdependence. and conlict. In: Rahim MA(Ed.). Managing conlict: An interdisciplinary approach. New York: Praeger, 1989: 161-170
[116] Earley, P. C. Playing follow the leader: Status determining traits in relation to collective efficacy across cultures. OrganizationalBehavior and Human Decision Process, 1999,3(80): 192-212
[117] Eisenberger, R., Fasolo, P. & Davis-LaMastro, V. Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 1990, 75: 51-59
[118] Empson, L. Fear of exploitation and fear of contamination: impediments to knowledge transfer in mergers between professional service firms. Human Relations, 2001, 54(7): 839-862
[119] Eppler, M. J. S. & Sukowski, Oliver. Managing team knowledge: Core processes, tools and enabling factors. European Management Journal, 2000,18(3): 334-341
[120] Erdem, F. & Ozen, J. Cognitive and affective dimensions of trust in developing team performance. Team Performance Management, 2003, 9(5/6): 131-135
[121] Erdogan B. Antecedents and consequences of justice perceptions in performance appraisal. Human Resource Management Review, 2002,12(4): 555-578
[122] Farh, J. L., Earley, P. C. & Lin, S. C. Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese society. Administrative Science Quarterly, 1997,42: 421-444
[123] Farh J. L., Tsui A. S., Xin, K. R. The influence of relational-demography and Guanxi: The Chinese case. Organization science, 1998, 9: 471-488
[124] Feldman, J. M. Beyond attribution theory: Cognitive processes in performance appraisal. Journal of Applied Psychology, 1981, 66: 127-148
[125] Florkowski, G. W. The organizational impact of profit sharing. Academy of Management Review, 1987,12(4): 622-636
[126] Florkowski, G. W. & Schuster, M. H. Support for profit sharing and organizational commitment: a path analysis. Human Relations, 1992, 45: 507-523
[127] Folger, R. Distributive and Procedural justice: Combined impact of "voice" and improvement on experienced inequity. Journal of Personality and Social Psychology, 1977, 35: 108-119
[128] Folger, R., Greenberg, J. Procedural justice: An interpretive analysis of personnel systems. In: Rowland, K. and Ferrispp, G. Greenwich.(eds.). Research in Personnel and Human Resources Management. CT: JAI Press, 1985: 141-183
[129] Folger, R. Rethinking equity theory: A referent cognitions model. Justice in Social Relations, eds. Cohen, H. W. and Greenberg, J. New York, Plenum, 1986: 145-162
[130] Folger, R. Distributive and procedural justice in the workplace. Social Research, 1987, 1(2): 143-159
[131] Folger, R. & Konovsky, M. A. Effects of procedural and distributive justice on reactions to pay raise decisions. Academy of Management Journal, 1989, 32(1): 115-130
[132] Folger, R., Konovsky, M. A. & Cropanzano, R. A due process metaphor for performance appraisal. In: Staw, B. M. & Cummings, L. L.(Eds.). Research in Organizational Behavior. Greenwich, CT: JAI Press, 1992, 14: 129-177
[133] Folger, R. & Cropanzano, R. Organizational Justice and Human Resource Management. Thousand Oaks, CA: Sage, 1998
[134] French. J. R., & Raven, B. H. The bases of social power. In: Cartwright, D.(Ed.). Studies in Social Power. Ann Arhor: University of Michigan Press, 1959
[135] Gambetta, D. Trust Making and Breaking Cooperative Relations. New York, NY: Basil Blackwell, 1988
[136] Gee, W. B. and Kim, Y G Breaking the myths of rewards: an exploratory study of attitudes about knowledge sharing. Information Resource Management Journal, 2002, 15(2): 14-21
[137] Gibson C. B. Do they do what they believe they can? Group efficacy and group effectiveness across tasks and cultures. Academy of Management Journal, 1999, 42: 138-52
[138] Gibson, C. B. & Earley, P. C. Collective cognition in action: accumulation, examination, and accommodation in the development and operation of group efficacy beliefs in the workplace. Academy of Management Review, 2007, 32(2): 438-458
[139] Gittell, J. H. Organizing work to support relational co-ordination. International Journal of Human Resource Management, 2000, 11: 517-539
[140] Gomez-Mejia, L. R. & Balkin, D. B. Effectiveness of individual and aggregate compensation strategies. Industrial Relations, 1989, 28: 431-445
[141] Gonzalez, M. G., Burke M. J., Santuzzi, A. M., Bradley, J. C. The impact of group process variables on the effectiveness of distance collaboration groups. Computers in Human Behavior, 2003, 19: 629-48
[142] Goold, M. & Quinn, J. J. The paradox of strategic controls. Strategic Management Journal, 1990, 11:43-57
[143] Gouldner, A. W. The norm of reciprocity. American Sociological Review, 1960, 25: 165-167
[144] Greenberg, J., Leventhal, G. S. Equity and the use of overeward to motivate performance. Journal of Personality and Social Psychology, 1976, 34: 179-190
[145] Greenberg, J. Approaching equity and avoiding inequity in groups and organizations. In: Greenberg, J. and Cohen, R. L. Equity and Justice in Social Behavior. New York: Academic Press, 1982: 389-435
[146] Greenberg, J. On the apocryphal nature of inequity distress. In: Folger, R.(ed.). The Sense of Injustice, New York: Plenum, 1984: 167-188
[147] Greenberg, J. Determinants of perceived fairness of performance evaluations. Journal of Applied Psychology, 1986, 71: 340-342
[148] Greenberg, J. Reactions to procedural injustice in payment distributions: Do the means justify the ends? Journal of Applied Psychology, 1987, 72: 55-61
[149] Greenberg, J. Organizational Justice: Yesterday, today, and tomorrow. Journal of Management, 1990,16: 399-432
[150] Greenberg, J. The social side of fairness: Interpersonal and informational classes of organizational justice. In: Cropanzano, R.(Ed.). Justice in the workplace: Approaching fairness in human resource management. Hillsdale, NJ: Lawrence Erlbaum, 1993: 79-103
[151] Gully, S. M., Incalcaterra, K. A., Joshi, A., Beaubian, J. M. A meta-analysis of team-efficacy, potency, and performance: interdependence and level of analysis as moderators of observed relationships. Journal of Appllied Psychology, 2002, 87: 819-832
[152] Guzzo, R. A., Yost. P. R., Campbell, R. J. & Shea, G. P. Potency in groups: Articulating a construct. British Journal of Social Psychology, 1993, 32: 87-106
[153] Hackman, J. R. & Oldham, G. R. Work redesign. Reading, MA: Addison-Wesley, 1980
[154] Hackman, J. R. The design of work teams. In Lorsch, J. W. Handbook of organisational behavior. Englewood Cli. s, NJ: Prentice Hall, 1987
[155] Hall, H. Input-friendliness: motivating knowledge sharing across intranets. Journal of Information Science, 2001, 27(3): 139-146
[156] Hansen, S. & Avital, M. Share and share alike: The social and technological influences on knowledge sharing behavior. Working Papers on Information Environments, Systems and Organizations, 2005, 5(1): 1-19
[157] Hardin. R. Collective action as an agreeable N-prisoners' dilemma. Behavioral Science, 1971,16:472-481
[158] Hardin, R. Collective Action. Johns Hopkins University Press, Baltimore, 1982
[159] Hayek, F. A. The Use of Knowledge of Society. Chicago: University of Chicage Press, 1945
[160] Hedlund, G. A. A model of knowledge management and the N-form coorporation. Stragegic Management Journal, 1994,15: 73-90
[161] Hedlund, G. & Nonaka, I. Model of knowledge management in the West and Japan. In: Lorange, P. et al.(Eds.). Implementing Strategic Process: Change, Learning and Cooperation. Oxford: Basil Blackwell, 1993: 117-144
[162] Helmastadter, E. The institutional economics of knowledge sharing: Basic issues. In: Helmstadter, E.(Ed.). The Economics of Knowledge Sharing: A New Institutional Approach. Cheltenham & Northampton, UK, N. A.: Edward Elagar, 2003:11-38
[163] Hendriks, P. Why Share Knowledge? The influence of ICT on the motivation for knowledge sharing. Knowledge and Process Management, 1999, 6(2): 91-100
[164] Heneman, R. L. The merit pay processs. In: Ferris, G. and Rowland, K.(eds.). Research in Personnel and Human Resources Management. Greenwich, CT, JAI Press, 1990. 8: 205-264
[165] Heneman, R. Merit Pay. Beading. MA: Addison-Wesleys, 1992
[166] Heneman, R. L. & von Hippel, C. Balancing group and individual rewards: Rewarding individual contributions to the team. Compensation and Benefits Review, 1995, 27(4): 63-68
[167] Hertel, G., U. Konradt, U. Orlikowski, B. Managing distance by interdependence: Goal setting, task interdependence, and team-based rewards in virtual teams. European Journal of Work & Organizational Psychology, 2004, 13(1): 1-28
[168] Hinsz, V. B., Tindale, R. S., & Vollrath, D. A. The emerging conceptualization of groups as information processors. Psychological Bulletin, 1997,121: 43-64
[169] Hislop, D. Linking human resource management and knowledge management via commitment: A review and research agenda. Employee Relations, 2003, 25(2): 182-202
[170] Hoffmann, D. A. An overview of the logic and rationale of hierarchical linear models. Journal of Management, 1997, 23: 723-744
[171] Hoffmann, D. A., Griffin, M. A., and Gavin, M. B. The application of hierarchical linear modeling to organizational research, In Klein, K. J. & Kozlowski, S. W. J.(Eds). Multilevel theory, Research, Methods in Organizations: Foundations, Extensions, and New Directions. San Francisco: Jossey-Bass, 2000: 465-511
[172] Holmstrom B. and Milgrom P. Aggregation and linearity in the provision of intertemporal incentives. Econometrica, 1987, 55: 303-328
[173] Hosmer, L. T. Trust: The connecting link between organizational theory and philosophical ethics. Academy of Management Review, 1995, 20: 379-403
[174] Hunter, L., Beaumont, P. and Lee, M. Knowledge Management Practice in Scottish Law Firms. Human Resource Management Journal, 2002,12(2): 4-21
[175] Huselid, M. A. The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 1995, 38(3): 635-672
[176] Huber, G. P. Transfer of knowledge in knowledge management systems: unexplored issues and suggested studies. European Journal of Information Systems, 2001, 10(2): 72-79
[177] Hyatt, D. E. and Ruddy, T. M. An examination of the relationship between work group characteristics and performance: Once more into the breech. Personnel Psychology, 1997, 50(3): 553-585
[178] Ichniowski, C., Shaw, K. & Prennushi, G. The effects of human resource management practices on productivity: A study of steel finishing lines. American Economic Review, 1997, 87: 291-313
[179] Inkpen, A & Dinur A. Knowledge management processes and international joint ventures. Organization Science, 1998(4): 454-468
[180] Ipe, M. Knowledge sharing on organizations: A conceptual framework. Human resource development review, 2003, 2(4): 337-359
[181] Itoh, H. Incentives to help in multiagent situations. Econometrica, 1991, 59(3): 611-636
[182] Jackson, S. E. Consequences of group composition for the interpersonal dynamics of strategic issue processing. Advances in Strategic Management, 1992, 8: 345-382
[183] Jacky, S. Editorial: Kowledge mamagement: Concepts and controversies. Journal of Management Studies, 2001, 38(7): 913-922
[184] James, L. R. Aggregation bias in estimates of perceptual agreement. Journal of Applied Psychology, 1982, 67: 219-229
[185] James, L. R., Demaree, R. G. & Wolf, G. Estimating within group interrater reliability with and without response bias. Journal of Applied Psychology, 1984, 69(1): 85-98
[186] James, L. R., Demaree, R. G. & Wolf, G. Rwg. An assessment of within-group inter-rater agreement. Journal of Applied Psychology, 1993, 78(3): 306-309
[187] Jaworski, B. J. Toward a theory of marketing control: environmental contest, control types and consequences. Journal of Marketing, 1988, 52: 23-39
[188] Jehn, K. 1995. A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40(2): 245-282
[189] Jian, G. and Jeffres, L. W. Understanding employees' willingness to contribute to shared electronic databases. Communication Research, 2006, 33(4): 242-261
[190] Johnson, D. W. Communication in conflict situations: A critical review of the research. International Journal of Group Tensions, 1973, 3: 46-67
[191] Johnson, D. W., Johnson, R. T. Cooperation and Competition: Theory and Research. Interaction, Edina, MN, 1989
[192] Johnson, R. E., Chang, C. H. "I" is to continuance as "We" is to affective: The relevance of the self concept for organizational commitment. Journal of Organizational Behavior, 2006, 27(5): 549-570
[193] Jones, G. R. & George, J. M. The experience and evolution of trust: Implications for cooperation and teamwork. Academy of Management Review, 1998, 23: 531-546
[194] Jones, F. F., Scarpello, V., & Bergmann, T. Pay procedures—What makes them fair? Journal of Occupational and Organizational Psychology, 1999, 72(2): 129-145
[195] Jones, M. L. Sustainable organizational capacity building: Is organizational learning a key? International Journal of Human Resource Management, 2001, 12(1): 91-98
[196] Joy, V. L. & Witt, L. A. Delay of gratification as a moderator of the procedural justice-distributive justice relationship. Group & Organization Management, 1997, 17(3): 297-308
[197] Jung, D. I. & Sosik, J. J. Group potency and collective efficacy - Examining their predictive validity, level of analysis, and effects of performance feedback on future group performance. Group & Organization Management, 2003, 28(3): 366-391
[198] Karau, S. J. & Williams, K. D. Social loafing: Meta-analytic review and theoretical integration. Journal of Personality and Social Psychology, 1993: 681-706
[199] Kellett, J. B., Humphrey, R. H. & Sleeth, R. G. "We're great" vs. "you're lazy": How goal difficulty infrluences social loafing, collctive efficacy and perceived team ability. Paper resented at the annual meeting of the Southern Management Association. Orlando. FL, 2000
[200] Kelley, H. H. & Grzelak, J. L. Conflict between individual and common interest in an n-person relationship. Journal of Personality and Social Psychology, 1972, 21: 190-197
[201] Kelly, J. & Kelly, C. 'Them and us': Social psychology and 'the new industrial relations'. British Journal of Industrial Relations, 1991,29: 25-48
[202] Kelloway, E. K. Using LISREL for structural equation modeling: A researcher's guide. Thousand Oaks, Ca: Sage Publications, Inc, 1998
[203] Kerrin, M. & Oliver, N. Collective and individual improvement activities: the role of reward systems. Personnel Review, 2002, 31(3): 320-337
[204] Kiffin-Petersen., S. Trust: A neglected variable in team effectiveness research. Journal of the Australian and New Zealand Academy of Management. Lindfield, 2004, 10(1): 38-53
[205] Kiggundu M. N. Task interdependence and job design: Test of a theory. Organizational Behavior and Human Performance, 1983, 31: 145-172
[206] Kiggundu, M. N. Task interdependence and the theory of job design. Academy of Management Review, 1981, 6: 204-223
[207] Kirkman, B. L. and Shapiro, D. L. The impact of cultural values on employee resistance to teams: Toward a model of globalized self-managing work team effectiveness. Academy of Management Review, 1997, 22: 730-757
[208] Kirkman, B. L., & Bosen, B. Beyond self-management: Antecedents and consequences of team empowerment. Academy of Management Journal, 1999, 42: 58-74
[209] Kirkman, B. L. & Shapiro, D. L. Understanding why team members won't share - An examination of factors related to employee receptivity to team-based rewards. Small Group Research, 2000, 31(2): 175-209
[210] Klein, K. J. Employee stock ownership and employee attitudes: A test of three models. Journal of Applied Psychology, 1987, 72: 319-332
[211] Klein, K. J. & Hall, R. J. Correlates of employee satisfaction with stock ownership: Who likes an ESOP most? Journal of Applied Psychology, 1988, 73: 630-638
[212] Klein, K. J., Dansereau, F. & Hall, R. J. Levels issues in theory development, data collection, and analyses. Academy of Management Review, 1994, 19: 195-229
[213] Klein K. J, Kozlowski S. W. J.(eds.) Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions. San Francisco, CA: Jossey-Bass, 2000
[214] Kline, J. B., Sulsky, L. M., Rever-Moriyama, S. D. Cammon method variance and specificatian errors: A practical approach to detection. The Journal of Psychology: Interdisciplinary and Applied, 2000,134(4): 401-421
[215] Kollock, P. Social dilemmas: The anatomy of cooperation. Annual Review of Sociology, 1998,22:183-205
[216] Komorita, Samuel, J. Sweeney, and David A. Kravitz. Cooperative choice in the n-person dilemma situation. Journal of Personality and Social Psycholog, 1980, 38(3): 504-516
[217] Korsgaraard, M. A. & Roberson, L. Procedural justice in performance evaluation: The role of instrumental and non-instrumental voice in performance appraisal dicussions. Journal of Management, 1995, 21: 657-669
[218] Kotnour, T. A learning framework for project management. Project Management Journal, 1999(30): 32-38
[219] Kozlowski, S. W. J. & Hattrup, K. A. Disagreement about within-group agreement: Disentangling Issues of consistency versus consensus. Journal of Applied Psychology, 1992, 77(2): 161-167
[220] Kramer, R. M. & Brewer, M. B. Social group identity and the emergence of cooperation in resource conservation dilemmas. In: Wilke, H., Messick, D. M. and Rutte, C. G.(eds.). Experimental Social Dilemmas. Frankfurt: Veriag/ Peter Lang, 1986:205-234
[221] Kramer, R. M. Social uncertainty and collective paranoia in knowledge communities: Thinking and acting in the shadow of doubt. In Thompson, L. L., Levine, J. M. & Messick, D. M.(Eds.). Shared Cognition in Organizations: The Management of KnowledgeMahwah. NJ: Lawrence Erlbaum, 1999: 163-194
[222] Kuvaas, B. Work performance, affective commitment, and work motivation: The roles of pay administration and pay level. Journal of Organizational behaviour, 2006, 27:365-385
[223] Lam, S. S. K. & Schaubroeck, J. Total quality management and performance appraisal: An experimental study of process versus results and group versus individual approaches. Journal of Organizational Behavior, 1999, 20(4): 445-457
[224] Lawler, E. E. Increasing worker involvement to enhance organizational effectiveness. In: Goodman, P. S.(Ed.). Change in Organizations. San Francisco, CA: Jossey Bass, 1982
[225] Lawler, E. E. Creating the high-involvement organisation. In: Galbraith, J. R. & Lawler, E. E.(Eds.). Organizing for the Future. San Francisco, CA: Josey-Bass, 1993:172-193
[226] Lawler, E. E. III., Mohrman, S. A., & Ledford, G. E. Jr. Creating High Performance Organizations: Practices and Results in the Fortune 1000. San Francisco: Jossey-Bass, 1995
[227] Leana, C. R. & Van Buren, H. J. Organizational social capital and employment practices. Academy of Management Review, 1999,24: 538-555
[228] Ledford, G. E. Employee involvement: lessons and predictions. In: Galbraith, J. R. & Lawler, E. E. Organizing For the Future. San Francisco, CA: Josey-Bass, 1993: 43-64
[229] Leenders, R. T. A. J., van Egnelen, J. M. L. & Kratzer, J. Virtuality, Communication, and new product team creativity: A social network perspective. Journal of Engineering and Technology Management, 2003, 20(1-2): 69-92
[230] Lester, S. W., Meglino, B. M. & Korsgaard, M. A. The antecedents and consequences of group potency: A longitudinal investigation of newly formed work groups. Academy of Management Journal, 2002,45: 352-368
[231] Leventhal, G. S. What should be done with equity theory. In: Gergen, K. J. Greenberg, M. S. & Willis, R. H.(Eds.). Social Exchanges: Advances in Theory and Research. New York: Plenum Press, 1980: 27-55
[232] Leventhal, G. S., Karuza, J., Fry, W. R. Beyong fairness: A theory of allocation preferences. In: Mikula, G.(ed.). Justice and Social Interaction. New York: Springer-Verlag, 1980: 167-218
[233] Levin, D. Z. & Cross, R. The strength of weak ties you can trust: the mediating role of trust in effective knowledge transfer. Managemetn Science, 2004, 50(11): 1477-1490
[234] Levy, P. E. and Williams, J. R. The social context of performance appraisal: A review and framework for the future. Journal of Management. 2004, 30(6): 881-905
[235] Lewicki, R. J. & Bunker, B. B. Developing and maintaining trust in work relationships. In: Kramer, R. M. & Tyler, T. R.(Eds.). Trust in Organizations: Frontiers of Theory and Research. Thousand Oaks: Sage Publications, Inc, 1996
[236] Lewis, J. D. & Weigert, A. Trust as a social reality. Social Forces, 1985, 63: 967-985
[237] Lind, E. A. & Tyler, T. R. the Social Psychology of Procedural Justice. New York: Plenum, 1988
[238] Lind, E. A. Kanfer, R., and Earley, P. C. Voice, control, and procedural justice: Instrumental and noninstrumental concerns in fairness judgments. Journal of Personality and Social Psychology, 1990, 59: 952-959
[239] Lindsley, H., Brass, D. J. & Thomas, J. B. Efficacy-performance spirals: A multi-level perspective. Academy of Management Review, 1995, 20(3): 645-678
[240] Loher, B. T., Vancouver, J. B., & Czajka, J. Preferences and reactions to teams. Paper presented at the annual meeting of the Society for Industrial and Organizational Psychology, Nashville, TN, 1994
[241] Lowe, R. H. & Vodanovich, S. H. A field study of distributive and procedural justice as predictors of satisfaction and organizational commitment. Journal of Business and Psychology, 1995, 10: 99-114
[242] MacDuffie, J. P. Human resource bundles and manufacturing performance : rganizational logic and flexible production systems in the world auto industry. Industrial and Labor Relations Review, 1995,48: 197-221
[243] Macauley, S. Non-contractural relations in business: A preliminary study. American Sociaological Review, 28: 55-67 Manogran, P. & Conlon, E. J.(1994). A meta-analysis of the relationship between organizational citizenship behaviors and job satisfaction, commitment, procedural justice, and conscientiousness. Paper presented at Academy of Management meetings, Dallas, TX, 1963
[244] Mcdonald, R. P., Marsh, H. W. Chooses a multivariate model: Noncentrality and goodness of fit. Psychology bulletin, 1990(107): 247-255
[245] March, J. and Simon, H. Organizations(5~(th) ed.). New York: John Wiley, 1964
[246] Marks, M. A. A test of the impact of collective efficacy in routine and novel performance environments. Human Performance, 1999, 12: 295-309
[247] Marwell, G. and Oliver, P. The critical mass in collective action: A micro-social theory. New York: Cambridge University Press, 1993
[248] Masterson, S. S., Lewis, K., Goldman, B. M., & Taylor, M. S. Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships. Academy of Management Journal, 2000, 43: 738-748
[249] Mathieu J. E. & Zajac, D. M. A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 1990, 108(2): 171-194
[250] Mayer, R. C., Schoorman, F. D. Predicting participation and production outcomes through a two dimensional model of organizational commitment. Academy of Management Journal, 1992, 35(3): 671-684
[251] McAllister, D. J. Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 1995, 38(1): 24-59
[252] McKnight, D. H. Cummings, L. L. and Cherany, N. L. Initial trust formation in new organizational relationships. Academy of Management Review, 1998, 23: 473-490
[253] Messick, D. M. and Brewer, M. B. Solving social dilemmas: A review. In Wheeler, L. and Shaver, P.(Eds.), Review of Personality and Social Psychology, 1983, 4: 11-44
[254] Meyer, J. P. & Allen, J. N. Testing the "side-bet theory" of organizational commitment: Some methodological conditions. Journal of Applied Psychology, 1984,69:372-378
[255] Meyer, J. P. & Allen, N. J. A three component conceptualization of organizational commitment. Human Resource Management Review, 1991, 1(1): 61-89
[256] Meyer, J. P., Allen, N. J., & Smith, C. A. Commtiment to organizationas and occupations: extension and test of a three-component comceptualization. Journal of Applied Psychology, 1993, 78: 538-551
[257] Mayer, R. C., Davis, J. H. and Schoorman, F. D. An integrative model of organizational trust. Academy of Management Review, 1995, 20(3): 709-734
[258] Meyer, J. P. & Allen, N. J. Commitment in the workplace: Theory, research and application. Thousand Oaks: Sage Publications, 1997
[259] Mayer, R. C. & Davis, J. H. The effect of the performance appraisal system on trust for manage-ment: A field quasiexperiment. Journal of Applied Psychology, 1999,84:123-136
[260] Meyer, J. P. & Herscovitch, L. Commitment in the workplace toward a general model. Human Resource Management Review. 2001, 11: 299-326
[261] Milkovich, G. T. and Wigdor, A. K. Pay for Performance: Evaluating Performance Appraisal and Merit Pay. Washington, DC: National Academy Press, 1991
[262] Miller, L. K. & Hamblin, R. L. Interdependence, differential rewarding, and productivity. American Sociological Review, 1963(27): 768-778
[263] Mishra, A. K. Organizational responses to crisis: The centrality of trust. In: Roderick M. Kramer and Tom R. Tyler(Eds.). Trust in Organizations, Thousand Oaks, CA: Sage Publications, 1996
[264] Mohr, L. B. Organization technology and organization structure. Administrative Science Quarterly, 1971, 16: 444-459
[265] Mohrman, S. A., Cohen, S. G., & Mohrman, A. M. J. Designing team-based organizations. San Francisco: Jossey-Bass, 1995
[266] Mohrman, S. A. Integrating roles and structure in the lateral organisation. In: Galbraith, J. R. & Lawler, E. E. Organizing For the Future. San Francisco, CA: Josey-Bass, 1993: 109-141
[267] Molm, L. D, Takahashi, N. and Peterson, G. Risk and trust in social exchange: an experimental test of a classical proposition. American Journal of Sociology, 2000, 105: 1396-1426
[268] Montemayor, E. F. Congruence between pay policy and competitive strategy in high-performing firms. Journal of Management, 1996(22): 889-908
[269] Mood, A. M. Graybill, F. A. & Boes, D. C. Introduction to the Thoery of Statictics. New York: McGraw-Hill, 1974
[270] Moorman, R. H. Relationship between organizational justice and organizational citizenship behaviors: Do firness perception influence employee citizenship? Journal of Apllied Psychology, 1991, 76(6): 845-855
[271] Mowday, R. T., Steers, R. M., & Porter, L. W., The Measurement of Organizational Commitment. Journal of Vocational Behavior, 1979, 14: 224-247
[272] Mowday, R. T., Porter, L. W., & Steers, R. M. Employee-organizational linkages: The psychology of commintment, absenteeism, and turnover, New York: Academic Press, 1982,
[273] Mowday, R. T. Equity theory predictions of behavior in organizations. In: Steers, R. M. and Porter, L. W.(eds.). Motivation and Work Behavior. New York: McGraw-Hill, 1987: 89-110
[274] Mowday, R. T. Reflections on the study and relevance of organizational commitment. Human Resource Management Review, 1998, 8: 387-401
[275] Mulaik, S. A., James, L. R., AlstineJ. V. Evaluation of goodness-of-fit indices for structural equation models. Psychology Bulletin, 1989(105): 430-435
[276] Munene, J. C. 'Not-on-seat': An investigation of some correlates of organizational citizenship behaviour in Nigeria. Applied Psychology: An International Review, 1995,44: 111-122
[277] Murphy, S. M. Organizational justice: An examination of antecedents and consequences. doctoral dissertation, the University of Illinois, 1997
[278] Mulvey, P. W. & Klen, H. J. The impact of perceived loafing and collective efficacy on group goal processes and group performance. Organizational Behavior and Human Decision Processes, 1998, 74(1): 62-87
[279] Nahapiet, J. & Ghoshal, S. Social capital, intellectual capital and the organizational advantage, Academy of Management Review, 1998, 23(2): 242-266
[280] Nancy M. D. Common knowledge: How companies share by sharing what they know. Long Range Planning, 2001, 34
[281] Ng, K. Y. & Van Dyne, L. Antecedents and performance consequences of helping behavior in work groups: A muti-level analysis. Group and Organization Management, 2005, 30(5): 514-540
[282] Niehoff, B. P. & Moorman, R. H. Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 1993, 36(3): 527-556
[283] Nonaka, I. A dynamic theory of organizational knowledge creation. Organization Science, 1994, 5: 14-37
[284] Nonaka, I. & Takeuchi, H. The Knowledge Creating Company. New York: Oxford University Press, 1995
[285] North, D. C. Institution, Institution Changes and Economic Performance. Cambridge University Press, 1990
[286] Nunnally. Psychometric Theory. New York: Mcgraw-Hill, 1978
[287] O'Dell, C. & Grayson, J. If only we knew what we know: Identification and transfer of internal best practices. California Management Review, 1998, 40(3): 154-174
[288] Olson, M. The Logic of Collective Action. Cambridge, MA: Harvard University Press, 1965
[289] O'Reilly, C. A., Chatman, J. Organizational commitment and psychological attachment: The effects of compliance, identification, and internationalization on prosocial behavior. Journal of Applied Psychology, 1986, 71(3): 492-499
[290] Organ, D. W. Organizational Citizenship Behavior: The Good Soldier syndrome. Lexington, MA: Lexington Books, 1988
[291] Organ, D. W. Motivational basis of organizational citizenship behavior. In: Staw, B. M. & Cummings, L. L.(Eds.). Research in Organizational Behavior, 1990, 12: 43-72
[292] Organ, D. W., & Moorman, R. H. Fairness and organizational citizenship behavior: What are the connections? Social Justice Research, 1993, 6: 5-18
[293] Orlikowski, W. J. Knowing in practice: Enacting a collective capability in distributed organizing. Organization Science, 2002,13: 249-273
[294] Oppenheim, A. N. Questionnaire design, interviewing and Attitude Measurement. New York: Continuum, 1992
[295] Ostroff, C. Comparing correlations based on individual-level and aggregation data. Journal of Applied Psychology, 1993, 78: 569-582
[296] Ouchi, W. G The relationship between organizational structure and organizational control. Administrative Science Quarterly, 1977, 22: 95-113
[297] Park, H. Y., Ofori-Dankwa, J. & Bishop, D. R. Organizational and environmental determinants of functional and dysfunctional turnover: Practical and research implications. Human Relations, 1994, 47: 353-366
[298] Parker, L. E. & Source, V. I. Working together: Perceived self- and collective-efficacy at the Workplace. Journal of Applied Social Psychology, 1994, 24(1): 43-59
[299] Paulhus, D. L. Self-deception and impression management in test responses. In: Angeleitner, A. & Wiggins, J. S.(Eds.). Personality Assessment via Questionnaires: Current Issures in Theory and Measure. New York: Spring-Verlag, 1986
[300] Pearce, J. A. & Ravlin, E. C. The design and activation of self-regulating work groups. Human Relations, 1987(11): 751-82
[301] Pearce J. L. & Gregersen, H. B. Task interdependence and extrarole behavior: A test of the mediating effects of felt responsibility. Journal of Applied Psychology, 1991,76:838-844
[302] Pearce, C. L. & Herbik, P. A. Citizenship behavior at the team level of analysis: The effects of team leadership, team commitment, perceived team support, and team size. the Journal of Social Psychology, 2004, 144(3)
[303] Pedhazur, E. J. & Schmelkin, L. P. Measurement, design, and analysis: An integrated approach. Hillsdale, New Jersey: Lawrence Erlbaum Associates, Publishers, 1991
[304] Penley, L. E., Gould, S. Etzionis model of organizational involvement: A perspective for understanding commitment to organizations. Journal of Organizational Behavior, 1988, 9(1): 43-59
[305] Pillai, R., Schriesheim, C. A., Williams, E. S. Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study. Journal of Management, 1999, 25(6): 897-933
[306] Politis. J. D. The connection between trust and knowledge management: What are its implications for team performance. Journal of Knowledge Management. Kempston, 2003, 7(5): 55-66
[307] Porter, C. Goal Orientation: Effects on backing up behavior, performance, efficacy, and commitment in teams. Journal of Applied Psychology, 2005, 90(4): 811-818
[308] Powell, W. W. Neither market nor hierarchy: Network forms of organization. In: Staw, B. M. & Cummings, L. L.(Eds.). Research in Organization Behavior. Greenwich, CT: JAI Press, 1990,12: 295-336
[309] Prince. J. B. Performance appraisal and reward practices for total quality organizations. Quality Management Journal, 1994, 1(2): 36-46
[310] Rapoport, Amnon, Gary Bomstein, and Ido Erev. Intergroup competition for pubhc goods: Effects of unequal resources and relative group size. Journal of Personality and Social Psychology, 1989, 56: 748-756
[311] Raven, B. H. A power/interaction model of interpersonal influence: French and Raven thirty years later. Journal of Social Behavior and Personality, 1992, 1: 217-244
[312] Read, W. M. Upward communication in industrial hierarchies. Human Relations, 1962,15:3-15
[313] Reid F. J. M., Malinek, V., Scott, C. J. T. and Evans, J. B. R. The messaging threshold in computer-mediated communication. Ergonomics, 1996, 39: 1017-1037
[314] Reis, H. T. The nature of the justice motive. In: Masters, J. C. & Smith, W. P.(Eds). Social Comparison, Social Justice, and Relative Deprivation. Hillsdale, NJ: Erlbaum, 1986: 131-100
[315] Rempel, J. K., Holmes, J. G., Zanna, M. P. Trust in close relationships. Journal of Personal and Social Psychology, 1985,49(1): 95-112
[316] Riggs, M. and Knight, P. The impact of perceived group-success-failure on motivational beliefs and attitudes: A causal model. Journal of Applied Psychology, 1994,75:755-766
[317] Roberts, J. From know-how to show-how? Questioning the role of information and communication technologies in knowledge transfer. Technology Analysis and Strategic Management, 2000, 12(4): 429-443
[318] Robertson. M. & O'Malley, G. Knowledge management practices within a knowledge-intensive firm: The significance of the people management dimension. Journal of European Industrial Training, 2000, 24(2-4): 241-53
[319] Rotter, J. B. A new scale for the measurement of interpersonal trust. Journal of Personality, 1967, 35: 651-665
[320] Rousseau, D. M. Issues of level in organizational research: Multi-level and cross-level perspectives. Research in Organizational Behavior, 1985, 7: 1-37
[321] Rousseau, D. M. & Parks, J. M. The contracts of individuals and organizations. In Cummings, L. L. & Staw, B. M.(Eds.). Reaearch in Organizational Behavior. Greenwich, CT: JAI Press, 1993. 15: 1-43
[322] Rousseau, D. M. Sitkin, S. B., Burt, R. S. & Camerer, C., Not so different after all: A cross-discipline view of trust. Academy of Management Review, 1998, 23(3): 393 - 404
[323] Saavedra, R., Earley, P. C. & Van Dyne, L. Complex interdependence in task-performing groups. Journal of Applied Psychology, 1993, 78: 61-72
[324] Sabel, C. F. Studied trust: Building new forms of cooperation in a volatile economy. In: Swedberg, R.(Ed.). Explorations in Economic Society. New York: Russell Sage Foundation, 1993
[325] Salancik, Gerald R. & Jeffrey, Preffer, An examination of need satisfacton models of job attitudes, Administrative Science Quarterly, 1977, 22: 427-455
[326] Salancik, G. J., & Pfeffer, J. A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 1978, 23: 224-253
[327] Salas, E., Dickinson, T. L., Converse, S. A., TUnnenbaum S. I. Toward an understanding of team performance and training. In: Swezey RW, Salas E(Eds.). Teams: Their Training and Performance. Norwood, NJ: ABLEX, 1992: 3-29
[328] Salvaggio, A. N. Levels of Analysis, 2004
[329] Sargent, L. D. & Sue-Chan, C. Does diversity affect group efficacy the intervening role of cohesion and task interdependence. Small Group Research, 2001, 32(4): 426-450
[330] Scarbrough, H. and Carter, C. Investigating Knowledge Management. London: CIPD, 2000
[331] Scarpello, V. & Jones, F. F. Why justice matters in compensation decision making. Journal of Organizational Behavior, 1996, 17: 285-299
[332] Scholl, R. W. Differentratiing organizational commitment form expectancy as a motivating force. Academy of Management Review, 1981, 6: 589-599
[333] Scholtes, P. An Elaboration on Deming's Teachings on Performance Appraisal. Madison, WI: Joiner Associates, 1987
[334] Schultz, M. The uncertain relevance of newness: organizational learning and knowledge flows. Academy of Management Journal, 2001,44(4): 661-681
[335] Scott, T. W. & Tiessen, P. Performance measurement and managerial teams. Accounting, Organizations & Society, 1999, 24(3): 263-285
[336] Scott, S. G. & Einstein, W. O. Strategic performance appraisal in team-based organizations: One size does not fit all. Academy of Management Executive, 2001, 15(2): 107-116
[337] Seashore, S. E. Group cohesiveness in the iiuiusiriul work group. Ann Arbor: University of Michigan Press, 1954
[338] Senge, P. Sharing Knowledge Executive Excellence, 1997,14(11): 17-18
[339] Shamir B. Calculations, values and identities: the sources of collectivistic work motivation. Human Relations, 1990, 43: 313-332
[340] Shamir. B., House, R. J. and Arthur, M. B. The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 1993,4: 577-594
[341] Shapiro, D. L., Buttner, E. H. & Barry, B. Explanations: What factors enhance their perceived adequacy? Organizational Behavior and Human Decision Processes, 1994, 58: 346-368
[342] Shaw, D. G. & C. E. Schneier. This team measurement and rewards: How some companies are getting it right. Human Resource Planning, 1995, 18(3): 34-49
[343] Shaw, J. D., Duffy, M. K., Stark, E. M. Interdependence and preference for group work: Main and congruence effects on the satisfaction and performance of group members. Journal of Management, 2000,26(2): 259-279
[344] Shaw, J. D., Duffy, M. K., Stark, E. M. Team reward attitude: construct development and initial validation. Journal of Organizational Behavior, 2001, 22(8): 903-917
[345] Shaw, M. E. & Wright, J. M. Scales for the measurement of attitudes. New York: McGraw-Hill Book Company, 1967
[346] Shea, G. P. & Guzzo, R. A. Group effctiveness: What really matters? Sloan Management Review, 1987, 28: 25-31
[347] Sheppard, J. A. Productivity loss in performance groups: A motivation analysis. Psychological Bulletin, 1993, 113: 67-81
[348] Shockley-Zalabak, P., Ellis, K. & Cesaria, R. Measuring organizational trust: Crosscultural survey and index. IABC Research Foundation.(Available from International Association of Business Communications http: // store. yahoo. com/ iabcstore/measortrus), 2003
[349] Silverman, S. B., Wexley, K. N. Reaction of employees to performance appraisal interviews as a function of their participation in rating scale development. Personnel Psychology, 1984, 37(4): 703-710
[350] Slocum, J. W., Sims, H. A typology for intergrating technology, organization, and job design. Human Relations, 1980, 33: 193-212
[351] Snell, S. A. Control theory in strategic human resource management: The mediating effect of administrative information. Academy of Management Journal, 1992, 35: 467-504
[352] Snell, S. A. & Dean, J. W. Strategic compensation for integrated manufacturing: The moderating effects of jobs and organizational inertia. Academy of Management Journal, 1994(37): 1109-1140
[353] Sosik, J. J., Avolio, B. J. & Kahai, S. S. Effects of leadership style and anonymity on group potency and effectiveness in a group decision support system environment. Journal of Applied Psychology, 1997, 82: 89-103
[354] Stanley, D. J., Meyer, J. P., Topolnytsky, L., & Herscovitch, L. Affective, continuance and normative commitment: Meta-analyses of interrelations and outcomes. Paper presented at the annual meeting of the Society for Industrial/Organizational Psychology, 1999
[355] Staples, S. D. and Jarvenpaa, S. L. Exploring perceptions of organizational ownership of information and expertise. Journal of Management Information Systems, 2001, 18(1): 151-183
[356] Staw, B. M. Organizational behavior: A review and reformulation of the field's outcome variables, Annual Review of Psychology, 1984, 35: 627-666
[357] Steers, R. E. Antecedents and Outcomes of Organizational Commitment. Administrative Science Quarterly, 1977, 22(5): 46-56
[358] Steiger, J. H. Structure model evaluation and modification: An interval estimation approach. multivariate behavioral research, 1990(25): 173-180
[359] Steiner, I. D. Group Processes and Productivity. New York: Academic Press, 1972
[360] Stenmark, D. Leveraging tacit organizational knowledge. Journal of Management Information Systems, 2001, 17(3): 9-24
[361] Stewart, G. L. A meta-analytic review of relationships between team design features and team performance. Journal of Management, 2006, 32(1): 29-55
[362] Stinglhamber, F., Bentein, K. & Vandenberghe, C. Extension of the three-component model of commitment to five foci: Development of measures and substantive test. European Journal of Psychological Assessment, 2002, 18: 123-138
[363] Sullivan, B. A. & Peterson, R. S. Leader directiveness as a source of collective efficacy in decision-making groups. Unpublished manuscript, University of Minnesota, Minneapolis, 2004
[364] Susman, G. I. Autonomy at Work: A Sociotechnical Analysis of Pariticipative Management. New York: Praeger, 1976
[365] Swap, W., Leonard, D., Shield, M. & Abrams, L. Using mentoring and storytelling to transfer knowledge in the workplace. Journal of Management information system, 2001, 18(1): 5-114
[366] Tayolr, M. S., Tracy, K. B., Renard, M. K., Harrison, J. K. & Caroll, S. J. Due process in performance appraisal: A quasi-experiment in procedural justice. Administrative Science Quarterly, 1994,40: 495-523
[367] Taylor, D. M. & Moghaddam, F. M. Theories of Intergroup Relations. New York: Praeger, 1987
[368] The Team-Based Organization. Chicago: A. T Kearney. Inc., 1994: 4
[369] Thibaut, J., & Walker, L. Procedural justice: A psychological analysis. Hillsdale, NJ: Erlbaum, 1975
[370] Thomas, E. J. Effects of facilitative role interpendence on group functioning. Human Relations, 1957, 10: 347-366
[371] Thompson, J. P. Organizations in Action. New York: McGraw-Hill, 1967
[372] Thompson, L., Lowenstein, G. Egocentric interpretations of fairness and interpersonal conflict. Organizational Behavior and Human Decision Processes, 1992,51: 176-197
[373] Tjosvold. D. Effects of cooperative and competitive interdependence and task complexity on subordinates' productivity, perception of leader, and group development. Canadian/ Behavioural Science, 1982,14(1): 24-34
[374] Tjosvold. D. Cooperation theory and organizations. Human Relations, 1984, 37(9): 743-767
[375] Tjosvold. D. Dynamics within participation: An experimental investigation. Group and Organ. Stud. 1985, 10(3): 260-277
[376] Tjosvold, D. The dynamics of interdependence in organizations. Human Relations, 1986(39): 517-40
[377] Tjosvold, D. Cooperative and competitive dynamics within and between organizational units. Human Relations, 1988,41: 425-436
[378] Tsai, W. & Ghoshal, S. Social capital and value creation: the role of intrafirm networks. Academy of Management Journal, 1998,41(4): 464-476
[379] Tseng, T. Collective Efficacy, Anxiety, Creativity Innovation and Work Performance at the Team Level. PhD Dissertation, Los Angeles, California: University of Southern California, 2001
[380] Tyler T. R. Conditions leading tovalue-expressive effects injudgment of procedural justice: A test off our models. Journal of Personality and Social Psychology, 1987, 52(2): 333-344
[381] Tyler, T. R. A test of the group value model. Journal of Personality and Social Psychology, 1989, 57: 830-838
[382] Tyler, T. R., Bies, R. J. Beyond formal procedures: The interpersonal context of procedural justice. In: Carroll, J.(ed.). Advances in Applied Social Psychology. Hillsdale, NJ: Lawrence Erlbaum Associates, 1990: 77-98
[383] Ulrich, D. Intellectual capital - Competence & Commitment, Sloan Management Review, 1998,39(2): 15-26
[384] Van Lange, P. A. M., Liebrand, W. B. G., Messick, D. M. and Wilke, H. A. M. Introduction and literature review. In: Leibrand, W. B. G., Messick, D. M. and Wilke, H. A. M.(Eds.), Social Dilemmas: Theoretical Issues and Research Findings. New York: Pergamon, 1992
[385] Van der Vegt, G., Emans, B., Van de Vliert, E. Motivating effects of task and outcome interdependence in work teams. Group and Organization Management. 1998,23(2): 124-144
[386] Van Der Vegt, G., Emans, B., Van De Vliert, E. Team members' affective responses to patterns of intragroup interdependence and job complexity. Journal of Management, 2000, 26(4): 633-655
[387] Van der Vegt, G., Emans, B., Van de Vliert, E. Patterns of interdependence in work teams: A two-level investigation of the relations with job and team satisfaction. Personnel Psychology, 2001, 54(1): 51-69
[388] Vroom. Work and motivation. New York: John Wiley, 1964
[389] Wageman, R. Interdependence and group effectiveness. Administrative Science Quarterly, 1996(40): 145-180
[390] Wageman, R. & Baker, G. Incentives and cooperation: The joint effects of task and reward interdependence on group performance. Journal of Organizational Behavior, 1997, 18: 139-158
[391] Wagner, J. A., Rubin, P. A. & Callahan, T. J. Incentive payment and nomanagerial productivity: An interrupted time series analysis of magnitude and trend. Oranization Behavior and Human Decision Processes, 1988,42: 47-74
[392] Waldman, D. A. Designing performance management systems for total quality implementation. Journal of Organizational Change Management, 1994, 7(2): 31-44
[393] Walker, L., Lind, E. A., Thibaut, J. The relation between procedural justice and distributive justice. Virginia Law Review, 1979, 5: 1401-1420
[394] Walton, R. E. From control to commitment in the workplace. Harvard Business Review, 1985, 63(2): 77-84
[395] Walton. M. The Deming Management Method. New York: Perigee Books, 1986
[396] Watson, C. B., Chemers, M. M., & Preiser, N. Collective efficacy: A multilevel analysis. Personality and Social Psychology Bulletin, 2001, 27: 1057-1068
[397] Watson Wyatt. Work USA 2000-Employee commitment and the bottom line [EB/OL]. http: //www. watsonwyatt. com/research/printable. asp? id=W-304, 2004-01-31
[398] Wayne, S. J., Shore, L. M. & Liden, R. C. Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 1997,40: 82-111
[399] Webber, S. S. Development of cognitive and affective trust in work teams. Academy of Management Conference, Seattle, USA, 2003
[400] Weiss, L. Collection and connection: The anatomy of knowledge sharing in professional service. Organization Development Journal, 1999, 17(4): 61-72
[401] Weiss, H. M., Suckow, K., Cropanzano, R. Effects of justice conditions on discrete emotions. Journal of Applied Psychology, 1999, 84: 786-794
[402] Welbourne, T. M. Balkin, D. B & Gomez-Mejia, L. R. Gainsharing and mutual monitoring: A combined agency-organizational justice interpretation. Academy of Management Journal, 1995, 38(3): 881-889
[403] Wetzel, K. W. & Gallagher, D. G. A comparative analysis of organizational commitment among workers in the cooperative and private sectors. Economic and Industrial Democracy, 1990, 11: 93-109
[404] Whitener, E. M. Do "high commitment" human resources practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. Journal of Management, 2001,27: 515-535
[405] Williams, M. In whom we trust: Gruoup membership as an affective context for trust development.Academy of Management Review,2001,26(3):377-397
[406]Wood,S.& de Menezes,L.High Commitment Management in the UK:Evidence from the Workplace Industrial Relations Survey and Employees Manpower and Skills Practices Survey.Human Relations,1998,51(4):485
[407]Wrightsman,L.S.Interpersonal trust and attitudes toward human nature.In:Robinson,J.R Shaver,P.R.& Wrightsman,L.S.(Eds.).Measures of Personality and Social Psychological Attitudes,San Diego:Academic Press,1991:373-412
[408]Yamagishi,T.Exit from the group as an individualistic solution to the free-rider problem in the United States and Japan.Journal of Experimental Social Psychology,1988,24:530-542
[409]Yang,G.S.Social orientation of Chinese:A social interactional perspective.In Yang,G.S.& Yu,A.B.(ed.).The Mind and Behavior of Chinese:Theory and Methodology,Taipei:Guiguan Press,1993.87-141
[410]Zaheer,S.,McEvily,B.and Perrone,V.Exploring the effects of interorganizational and interpersonal trust on performance.Organizational Science,1998,9(1):141-159
[411]Zand,D.E.Trust and managerial problem solving.Administrative Science Quarterly,1972,17:229-239
[412]Zand,D.E.Information,Organization,and Power.New York:McGraw-Hill,1981
[413]Zellars,K.L.,Hochwarter,W.A.,Perrewe,P.L.,Miles,A.K.,Kiewitz,C.Beyond self-Efficacy:Interactive effects of role conflict and perceived collective efficacy.Journal of Managerial Issues,2001,13(4):483-499
[414]Zucker,L.G.Production of trust:Institutional sources of economic structure,1984-1920.In:Staw,B.M.& Cummings,L.L.(Eds.).Research in Organizational Behavior.Greenwich,CT:JAI Press,1986.8:53-111
[415]Z Zaccaro,S.J.,Blair,V.,Peterson,C.& Zazanis,M.Collective efficacy.In:Maddux,J.E.(Ed.).Self-efficacy,Adpaptation,and Adjustment:Theory research,and application.New York:Plenum,1995.305-328
[416]白新文,李峰,陈毅文.社会称许性量表的测量等价性探讨.心理科学,2004,27(5):1083-1086
[417]宝贡敏,徐碧祥.组织内部信任理论研究述评.外国经济与管理,2006,28(12):1-9.17
[418]常涛,廖建桥.基于人力资源管理5P模型的知识共享策略.工业工程与管理,2008(2):106-111
[419]樊治平,孙永洪.知识共享研究综述.管理学报,2006(3):371-378
[420]高海霞.消费者的感知风险及减少风险行为研究-基于手机市场的研究:[博士学位论文].浙江大学,2004
[421]高祥宇,卫民堂,李伟.人际信任对知识转移促进作用的研究.科研管理,2005(6):106-114
[422]赖志超,黄光国.程序正义与分配正义:台湾企业员工的正义知觉与工作态度.中华心理学刊,2000,42(2):171-190
[423]韩振华,任剑峰.社会调查研究中的社会称许性偏见效应.华中科技大学学报(人文社会科学版),2002(3):47-50
[424]侯杰泰,温忠麟,成子娟.结构方程模型及其应用.北京:教育科学出版社,2004
[425]康芒斯著,于树生译.制度经济学.北京:商务印书馆,1962
[426]李树丞,乐国玲.企业知识员工绩效特征及其影响因素分析.湘潭大学学报(哲学社会科学版),2004(7):147
[427]李勇,屠梅曾.企业内部知识管理中的知识共享问题分析.科学学与科学技术管理,2002(6):72-74
[428]林慧岳,李林芳.论知识分享.自然辩证法研究,2002(8):45-46
[429]凌文辁,张治灿,方俐洛.影响组织承诺的因素探讨.心理学报,2003(3):259-263
[430]谭亚莉.促进组织内知识分享的人力资源管理对策.科学管理研究,2003,21(5):102-105
[431]刘亚,龙立荣,李晔.组织公平感对组织效果变量的影响.管理世界,2003(3):126-132
[432]刘怀伟.商务市场中顾客关系的持续机制研究:[博士学位论文].浙江大学,2003
[433]刘加艳,时勘.人力资源管理实践对员工组织承诺的影响.人类工效学,2005(4):21-24
[434]卢纹岱.SPSS for Windows统计分析.北京:电子工业出版社,2005
[435]罗新兴.绩效评核的程序正义之研究-探讨受评者正义知觉之前因及影响:[博士学位论文].国立台湾大学商学研究所,2000
[436]吕晓俊,俞文钊.团队研究的新进展.人类工效学,2001,7(1):51-54
[437]吕晓俊,俞文钊.团队心智模式的实证研究.心理科学,2005,28(1):180-182
[438]马庆国.管理统计.北京:科学出版社,2002a
[439]马庆国.中国管理科学研究面临的几个关键问题.管理世界,2002b(8):105-115
[440]戚振江.公司创业情境下人力资源组合策略及其多层次效应分析:[博士学位论文].浙江大学,2006
[441]宋利,古继宝,杨力.人力资源实践对员工组织支持感和组织承诺的影响实证研究.科技管理研究,2006(7):157-160
[442]苏方国,赵曙明.组织承诺-组织公民行为与离职倾向关系研究.科学学与科学技术管理,2005(8):111-116
[443]王淑红,龙立荣,刘亚.绩效管理对组织公平感的影响研究.人类工效学,2005,11(1):18-20
[444]王颖,李树茁.人力资源管理实践与企业绩效关系研究评述.科学学研究,2002,20(6):640-645
[445]吴明隆,SPSS统计应用实务:问卷分析与应用统计.北京:科学出版社,2003:42-112
[446]武欣,吴志明.团队共享心智模型的影响因素与效果.心理学报,2005,37(4):542-549
[447]徐芳.团队绩效测评技术与实践.北京:中国人民大学出版社,2003
[448]谢凤华.消费者信任前因、维度和结果的研究-基于电视机购买的理论与经验研究:[博士学位论文].浙江大学,2005
[449]杨志蓉.团队快速信任、互动行为与团队创造力研究:[博士学位论文].浙江大学,2006
[450]应力,钱省三.企业内部知识市场的知识交易方式与机制研究.上海理工大学学报,2001,2:167-170
[451]俞文钊.公平差别阈与公平分配.行为科学,1991(1):8-13
[452]张长涛,刘希宋.企业产品开发人员知识共享机理研究.管理科学,2003,16(2):6-10
[453]张勉,李海.组织承诺的结构、形成和影响研究评述.科学学与科学技术管理,2007(5):122-127
[454]张雷,雷雳,郭伯良.多层线性模型应用.北京:教育科学社出版社,2003
[455]张维迎.博弈论与信息经济学.上海:上海人民出版社,2004
[456]张志学,Hempel,P.S.,韩玉兰.高技术工作团队的交互记忆系统及其效果.心理学报,2006,38(2):271-280
[457]赵文平,王安民,徐国华.组织内部知识共享的机理与对策研究.情报科学,2004,22(5):517-519
[458]郑也夫.信任与社会秩序.学术界,2001,4:30-40
[459]周劲波.多层次创业团队决策模式及其决策绩效机制研究:[博士学位论文].浙江大学,2005
[460]周明建.组织、主管支持,员工情感承诺与工作产出-基于员工“利益交换观”与“利益共同体现”的比较研究:[博士学位论文].浙江大学,2005