知識管理要做得好，首重知識分享之推動，Hendriks (1999)曾提及，知識分享是知識管理最大的難題。影響員工知識分享的因素眾多，但有的並非企業可以掌控的。此外，過去國內對於知識分享影響因素的研究多針對高科技產業進行調查，少有針對傳統產業進行相關的研究調查，故本研究以傳統產業之員工為研究樣本，並針對企業可以直接改變或間接影響的知識分享之影響因素進行問卷調查與統計分析。
本研究主要研究目的是探討傳統產業之組織文化、員工關係、組織制度、員工的人格特質、以及組織承諾對於員工知識分享意願之影響；其中以員工關係為中介變項，探討員工關係在組織文化對員工知識分享意願之關係上的中介效果；接著，以組織承諾為干擾變項，探討組織承諾在組織制度對知識分享意願的影響過程中之干擾效果，以及組織承諾在人格特質對知識分享意願的影響過程中之干擾效果。
本研究發現如下：(一) 員工關係在組織文化對知識分享意願之關係上，有顯著的中介效果。(二) 實施獎勵制度、工作團隊設計、以資訊科技配合知識分享對員工知識分享的意願沒有顯著的正向影響。(三) 具有情感性組織承諾的員工，在公司實施知識分享相關的教育訓練計畫與獎勵制度下，會提高其知識分享意願。(四) 具有規範性組織承諾的員工，在公司實施知識分享相關的獎勵制度下，會提高其知識分享意願。(五) 具有持續性組織承諾的員工，在公司採用資訊科技來配合知識分享的情況下，會降低其知識分享意願。(六) 具有情感性組織承諾，且有親和性或勤勉正直性人格特質的員工，會有更高的知識分享意願。(七) 具有情感性組織承諾，且有神經質人格特質的員工，會有較低的知識分享意願。(八) 具有規範性組織承諾，且有神經質人格特質的員工，會有較低的知識分享意願。

Good performance of knowledge management lies in the promotion of knowledge sharing. Hendriks (1999) claimed that the hardest part of knowledge management is knowledge sharing. There are numerous factors affecting employee’s knowledge sharing willingness. However, some of these factors might not be controlled by enterprises. In addition, though there are numerous studies of knowledge sharing for the domestic high-tech industry, few studies for the traditional industry. The sample of this study is employees of the traditional industry. This study conducted a questionnaire survey and statistical analysis for factors of knowledge sharing which can be directly or indirectly affected or changed by enterprises.
This study aimed to understand the impact of organizational culture, employees’ relationship, organizational institutions, employees’ personality traits and organizational commitment on employees’ knowledge sharing willingness in the traditional industry in Taiwan. It first analyzed the questionnaire by taking employees’ relationship as the intermediary variable to examine the intermediary effect in the relationship between organizational culture and employee’s knowledge sharing willingness. Then, the organizational commitment served as the moderating variable to investigate the moderating effect of the organizational commitment between organizational institutions and employee’s knowledge sharing willingness, as well as the organizational commitment between personality traits and employee’s knowledge sharing willingness.
The empirical findings of this study are listed as follows: (1) The intermediary effect of employees’ relationship was significant in the relationship between organizational culture and employee’s knowledge sharing willingness. (2) Implementation of reward systems, work teams and information technology did not significantly and positively influence employee’s knowledge sharing willingness. (3) The employee having the affective commitment raised knowledge sharing willingness when the enterprise implemented training programs and reward systems of knowledge sharing. (4) The employee having the normative commitment raised knowledge sharing willingness when the enterprise implemented reward systems of knowledge sharing. (5) The employee having the continuance commitment reduced knowledge sharing willingness when the enterprise implemented information technology to match with knowledge sharing. (6) The employee having the affective commitment and personality traits of agreeableness or conscientiousness had higher knowledge sharing willingness. (7) The employee having the affective commitment and personality trait of neuroticism had lower knowledge sharing willingness. (8) The employee having the normative commitment and personality trait of neuroticism had lower knowledge sharing willingness.

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