本研究從華人社會中特有的差序式領導論點出發，探討其是否影響員工隱藏知識，亦檢驗組織政治知覺及情緒穩定性對前述兩者關係的調節效果。本研究也納入員工的組織年資，檢驗其是否能與組織政治知覺或是情緒穩定性產生三階交互作用，進而調節差序式領導到知識隱藏之關係。本研究廣泛收集不同產業別的員工作為研究對象，兩階段問卷總計收集有效樣本340份。結果研究顯示：一、差序式領導與知識隱藏並未呈現顯著關聯性；二、差序式領導與組織政治知覺或是情緒穩定性的交互作用，亦與知識隱藏不具顯著關聯性；三、差序式領導、組織政治知覺與組織年資之三階交互作用，對知識隱藏具有顯著的效果，亦即當差序式領導越高時，若員工知覺較高的組織政治時，年資較短的員工相較於年資較長的員工，更容易隱藏知識；四、差序式領導、情緒穩定性與組織年資之三階交互作用，同樣對知識隱藏具有邊緣顯著效果，當差序式領導較高時，高情緒穩定性且年資較短的員工最不容易隱藏知識。最後，探討本研究的貢獻與限制，並說明未來研究方向以及管理實務建議。

This study draws on differential leadership in Chinese society to explore its impact on knowledge hiding. The current also examines the moderating effects of organizational politics and emotional stability perceptions on the above relationship. In addition, this study includes the employee's organizational tenure to examine the three-way interaction effect of perceptions of organizational politics, differential leadership, and knowledge hiding. It also interprets another three-way interaction effect of emotional stability, differential leadership, and knowledge hiding. The study collected samples from different industries. Total 340 valid samples could be analyzed. The results showed that: 1. There is no significant relationship between differential leadership and knowledge hiding. 2. The interaction effect between differential leadership and perceptions of organizational politics or emotional stability is not significantly related to knowledge hiding. 3. The three-way interaction effect of differential leadership, perceptions of organizational politics, and tenure are significantly related to knowledge hiding. When the differential leadership is high, employees who perceived more organizational politics with shorter seniority are more likely to hide knowledge than those with longer seniority. 4. The three-way interaction of differential leadership, emotional stability, and tenure are marginally significantly related to knowledge hiding. When the differential leadership is high, employees with high emotional stability and shorter seniority are less likely to hide knowledge than those with longer seniority. This study also digs into the contribution and limitations of the research and explains the directions of future research and management practice recommendations.

論文審定書 i
摘 要 ii
Abstract iii
目 錄 iv
第一章 緒論 1
第二章 文獻探討 7
第一節 差序式領導與知識隱藏的關係 7
第二節 組織政治知覺對差序式領導與知識隱藏的調節效果 13
第三節 情緒穩定性對差序式領導與知識隱藏的調節效果 17
第四節 員工組織年資與差序式領導到知識隱藏之三階交互作用效果 20
第三章 研究方法 24
第一節 研究對象與施測程序 24
第二節 研究工具 27
第三節 資料分析方法 32
第四章 研究結果 33
第一節 測量模型分析 33
第二節 敘述性統計資料與相關係數 34
第三節 假設檢定 36
第五章 討論與建議 42
第一節 理論貢獻與意涵 42
第二節 研究限制與未來研究建議 45
第三節 管理意涵與實務建議 49
參考文獻 51
附錄一 58
附錄二 62

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