近年來企業受少子化和自由工作型態影響所帶來的人才競爭挑戰，使組織管理愈加重視人才留任的方法。其中在知識管理的範疇下，根據過去研究顯示知識隱藏行為會提高員工離職傾向，尤其在高知識密集產業中影響更為顯著。過去研究主要探討知識隱藏的動機和其對情緒行為的影響，然而主管的知識隱藏行為對員工的具體影響仍在探索階段。
本研究以主管三種知識隱藏行為(推託隱藏、合理隱藏及裝傻)探討其對於員工離職傾向的影響。以個人認知觀點為主軸，採用社會認知理論中的代理效能來說明主管知識隱藏行為如何導致員工離職，並藉由員工的歸因心理，進一步探討員工與主管的相似度對於主管知識隱藏與代理效能間關係的影響。
本研究共收得514份有效問卷，以SPSS分析樣本基本資料、變數相關性與信度，AMOS進行驗證性因素分析與路徑分析以驗證假說。研究發現為：(1)主管知識隱藏行為中僅推託隱藏會正向影響員工的離職傾向，合理隱藏則會負向影響員工離職傾向；(2)代理效能對主管知識隱藏行為與員工離職傾向會產生中介作用；(3)主管與員工的相似度越高，會弱化主管知識隱藏行為對於代理效能的負向影響。
依據上述研究結果，主管知識隱藏造成的影響不限於員工行為，也包含員工對主管能力的認同及評價。管理層級的成員必須了解以任何手法，像是推託隱藏、合理隱藏及裝傻操作的知識隱藏行為，都會影響員工對其代理效能的認知。例如，推託隱藏及裝傻會讓員工認為主管沒有足夠的能力可以提供工作上的協助，就會提升員工的離職意願。因此，組織管理者可以透過適性配對，安排性格、價值觀、文化背景等較相近的主管與員工一同共事，有助於強化員工對主管的信任程度，並降低組織人員流動率。

In recent years, companies have faced intense talent competition driven by declining birth rates and the increasing prevalence of freelance work patterns. This has compelled organizations to focus on understanding the factors contributing to employee turnover.
In the realm of knowledge management, previous research indicates that knowledge hiding behaviors can increase turnover intentions, especially in knowledge-intensive industries. This study investigates the impact of three types of supervisors' knowledge hiding behaviors—evasive hiding, rationalized hiding, and playing dumb—on employees' turnover intentions. Grounded in social cognitive theory, the study explores how these knowledge hiding behaviors influence employees’ turnover intentions through the mediating role of proxy efficacy and examines the moderating effect of perceived similarity between employees and their supervisors.
The study collected 514 valid questionnaires and used SPSS and AMOS for data analysis and hypothesis testing. The results indicate that: (1) Evasive hiding by supervisors positively influences employees’ turnover intentions, while rationalized hiding has a negative effect on the intentions; (2) Proxy efficacy mediates the relationship between supervisors' knowledge hiding and employees' turnover intentions; (3) The perceived similarity between employees and supervisors mitigates the negative impact of knowledge hiding on turnover intentions.
These results suggest that knowledge hiding affects not only employee behavior but also their views of their supervisor’s capabilities. Managers should recognize that any form of knowledge hiding (e.g., evasive hiding, rationalized hiding, or playing dumb) can impact employees' perceptions of their supervisors' proxy efficacy, potentially increasing turnover intentions. Meanwhile, organizations can mitigate these negative effects by fostering increased similarity and alignment between employees and their supervisors.

論文審定書 i
謝　誌 ii
摘　要 iii
Abstract iv
第一章 緒論 10
第一節 研究背景與動機 10
第二節 研究問題 12
第二章 文獻探討 13
第一節 知識隱藏 13
第二節 離職傾向 18
第三節 主管代理效能 19
第四節 歸因理論 20
第五節 相似度 21
第三章 研究架構與假說 23
第一節 研究架構 23
第二節 感知主管知識隱藏行為與員工離職傾向之關係 23
第三節 感知主管知識隱藏行為與主管代理效能之關係 24
第四節 主管代理效能的中介效果 25
第五節 相似度的調節效果 26
第四章 研究方法 27
第一節 前測執行與結果 27
第二節 研究樣本與資料蒐集 29
第三節 樣本分析 29
第四節 變數衡量 31
第五章 研究分析與結果 34
第一節 研究分析 34
第二節 研究結果 42
第六章 結論與建議 48
第一節 研究結論 48
第二節 研究理論意涵 50
第三節 實務管理意涵 51
第四節 研究限制與未來研究發展 52
參考文獻 54
附錄一 問卷內容 59

國家發展委員會 (2022)，中華民國人口推估（2022年至2070年）報告。https://www.ndc.gov.tw/nc_14813_36128
Arain, G. A., Bhatti, Z. A., Ashraf, N., & Fang, Y. H. (2020a). Top-down knowledge hiding in organizations: an empirical study of the consequences of supervisor knowledge hiding among local and foreign workers in the Middle East. Journal of Business Ethics, 164(3), 611-625.
Arain, G. A., Bhatti, Z. A., Hameed, I., & Fang, Y. H. (2020b). Top-down knowledge hiding and innovative work behavior (IWB): a three-way moderated-mediation analysis of self-efficacy and local/foreign status. Journal of Knowledge Management, 24(2), 127-149.
Bandura, A. (1997), Self-efficacy: The Exercise of Control. W.H. Freeman, New York, NY
Bartol, K. M., & Srivastava, A. (2002). Encouraging knowledge sharing: The role of organizational reward systems. Journal of Leadership & Organizational Studies, 9(1), 64-76.
Blomme, R. J., Van Rheede, A., & Tromp, D. M. (2010). The use of the psychological contract to explain turnover intentions in the hospitality industry: A research study on the impact of gender on the turnover intentions of highly educated employees. The International Journal of Human Resource Management, 21(1), 144-162.
Bradley, C. (1996). The WHO (ten) well-being index: A critique. Psychotherapy and Psychosomatics, 65(6), 331-333.
Bray, S. R., & Cowan, H. (2004). Proxy Efficacy: Implications for Self-Efficacy and Exercise Intentions in Cardiac Rehabilitation. Rehabilitation Psychology, 49(1), 71.
Bray, S. R., Gyurcsik, N. C., Culos-Reed, S. N., Dawson, K. A., & Martin, K. A. (2001). An exploratory investigation of the relationship between proxy efficacy, self-efficacy and exercise attendance. Journal of Health Psychology, 6(4), 425-434.
Butt, A. S. (2021). Determinants of top-down knowledge hiding in firms: an individual-level perspective. Asian Business & Management, 20(2), 259-279.
Černe, M., Nerstad, C. G., Dysvik, A., & Škerlavaj, M. (2014). What goes around comes around: Knowledge hiding, perceived motivational climate, and creativity. Academy of Management Journal, 57(1), 172-192.
Connelly, C. E., & Kevin Kelloway, E. (2003). Predictors of employees’ perceptions of knowledge sharing cultures. Leadership & Organization Development Journal, 24(5), 294-301.
Connelly, C. E., & Zweig, D. (2015). How perpetrators and targets construe knowledge hiding in organizations. European Journal of Work and Organizational Psychology, 24(3), 479-489.
Connelly, C. E., Černe, M., Dysvik, A., & Škerlavaj, M. (2019). Understanding knowledge hiding in organizations. Journal of Organizational Behavior, 40(7), 779-782.
Connelly, C. E., Zweig, D., Webster, J., & Trougakos, J. P. (2012). Knowledge hiding in organizations. Journal of Organizational Behavior, 33, 64–88.
Elias, S. M., & MacDonald, S. (2007). Using past performance, proxy efficacy, and academic self‐efficacy to predict college performance. Journal of Applied Social Psychology, 37(11), 2518-2531.
Erkutlu, H., & Chafra, J. (2019). Leader Machiavellianism and follower silence: The mediating role of relational identification and the moderating role of psychological distance. European Journal of Management and Business Economics, 28(3), 323-342.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-50.
Gerstner, C. R., & Day, D. V. (1997). Meta-Analytic review of leader–member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827.
Haas, M. R., & Hansen, M. T. (2007). Different knowledge, different benefits: Toward a productivity perspective on knowledge sharing in organizations. Strategic Management Journal, 28(11), 1133-1153.
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2009). Multivariate Data Analysis (7th ed.). Prentice-Hall.
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2014). Multivariate Data Analysis (7th ed.). Pearson Education.
Han, T. S., Chiang, H. H., & Chang, A. (2010). Employee participation in decision making, psychological ownership and knowledge sharing: mediating role of organizational commitment in Taiwanese high-tech organizations. The International Journal of Human Resource Management, 21(12), 2218-2233.
Hernaus, T., Cerne, M., Connelly, C., Poloski Vokic, N., & Škerlavaj, M. (2019). Evasive knowledge hiding in academia: when competitive individuals are asked to collaborate. Journal of Knowledge Management, 23(4), 597-618.
Hewstone, M. (1990). The ‘ultimate attribution error’? A review of the literature on intergroup causal attribution. European Journal of Social Psychology, 20(4), 311-335.
Hinkin, T. R. (1995). A review of scale development practices in the study of organizations. Journal of Management, 21(5), 967-988.
Huang, X., & Iun, J. (2006). The impact of subordinate–supervisor similarity in growth‐need strength on work outcomes: the mediating role of perceived similarity. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(8), 1121-1148.
Jöreskog, K. G. (1970). A general method for analysis of covariance structures. Biometrika, 57(2), 239-251.
Kahoot!. (2022). Workplace Culture Report. https://kahoot.com/business/workplace-culture-report-2022/
Kelley, H. H. (1973). The processes of causal attribution. American Psychologist, 28(2), 107.
Kim, S. L., Son, S. Y., & Yun, S. (2018). Abusive supervision and knowledge sharing: the moderating role of organizational tenure. Personnel Review, 47(1), 22-38.
Kline, R. B. (1998). Structural Equation Modeling. New York: Guilford, 33.
Konovsky, M. A., & Cropanzano, R. (1991). Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance. Journal of Applied Psychology, 76(5), 698.
Kuvaas, B. (2008). An exploration of how the employee–organization relationship affects the linkage between perception of developmental human resource practices and employee outcomes. Journal of Management Studies, 45(1), 1-25.
Lin, H. F., & Lee, G. G. (2006). Effects of socio‐technical factors on organizational intention to encourage knowledge sharing. Management Decision, 44(1), 74-88.
Manhart, M., & Thalmann, S. (2015). Protecting organizational knowledge: a structured literature review. Journal of Knowledge Management, 19(2), 190-211.
Napier, B. J., & Ferris, G. R. (1993). Distance in organizations. Human Resource Management Review, 3(4), 321-357.
Nunnally, J. C. (1978). Psychometric Theory. McGraw-Hill.
Pereira, V., & Mohiya, M. (2021). Share or hide? Investigating positive and negative employee intentions and organizational support in the context of knowledge sharing and hiding. Journal of Business Research, 129, 368-381.
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903.
Pulakos, E. D., & Wexley, K. N. (1983). The relationship among perceptual similarity, sex, and performance ratings in manager-subordinate dyads. Academy of Management Journal, 26(1), 129-139.
Raabe, B., & Beehr, T. A. (2003). Formal mentoring versus supervisor and coworker relationships: Differences in perceptions and impact. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 24(3), 271-293.
Serenko, A., & Bontis, N. (2016). Understanding counterproductive knowledge behavior: antecedents and consequences of intra-organizational knowledge hiding. Journal of Knowledge Management, 20(6), 1199-1224.
Shrestha, N. (2020). Detecting multicollinearity in regression analysis. American Journal of Applied Mathematics and Statistics, 8(2), 39-42.
Stovel, M., & Bontis, N. (2002). Voluntary turnover: knowledge management–friend or foe?. Journal of Intellectual Capital, 3(3), 303-322.
Sun, J., Liden, R. C., & Ouyang, L. (2019). Are servant leaders appreciated? An investigation of how relational attributions influence employee feelings of gratitude and prosocial behaviors. Journal of Organizational Behavior, 40(5), 528-540.
Teo, T. S. (2005). Meeting the challenges of knowledge management at the Housing and Development Board. Decision Support Systems, 41(1), 147-159.
Tett, R. P., & Meyer, J. P. (1993). Job satisfaction, organizational commitment, turnover intention, and turnover: path analyses based on meta‐analytic findings. Personnel Psychology, 46(2), 259-293.
Turban, D. B., & Jones, A. P. (1988). Supervisor-subordinate similarity: types, effects, and mechanisms. Journal of Applied Psychology, 73(2), 228.
Uy, M. A., Lin, K. J., & Ilies, R. (2017). Is it better to give or receive? The role of help in buffering the depleting effects of surface acting. Academy of Management Journal, 60(4), 1442-1461.
Venz, L., & Nesher Shoshan, H. (2022). Be smart, play dumb? A transactional perspective on day-specific knowledge hiding, interpersonal conflict, and psychological strain. Human Relations, 75(1), 113-138.
Wang, S., & Noe, R. A. (2010). Knowledge sharing: A review and directions for future research. Human Resource Management Review, 20(2), 115-131.
Webster, J., Brown, G., Zweig, D., Connelly, C. E., Brodt, S., & Sitkin, S. (2008). Beyond knowledge sharing: Withholding knowledge at work. Research in Personnel and Human Resources Management, 27, 1-37.
Weiner, B. (1985). An attributional theory of achievement motivation and emotion. Psychological Review, 92(4), 548.
Xu, A., Zeng, H., Zheng, Q., & Su, X. (2022). The influence of leader–signaled knowledge hiding on tourism employees’ work withdrawal behavior: a moderated mediating model. Frontiers in Psychology, 13, 1032845.
Youssef, M., Haak-Saheem, W., & Youssef, E. M. (2017). A structural equation model for knowledge sharing behavior in an emerging economy. Journal of Knowledge Management, 21(4), 925-945.
Yu, T., Patterson, P., & de Ruyter, K. (2015). Converting service encounters into cross-selling opportunities: Does faith in supervisor ability help or hinder service-sales ambidexterity?. European Journal of Marketing, 49(3/4), 491-511.
Zhang, Z., & Min, M. (2022). Project manager knowledge hiding, subordinates’ work-related stress and turnover intentions: empirical evidence from Chinese NPD projects. Journal of Knowledge Management, 26(8), 1921-1944.
Zhao, H., Xia, Q., He, P., Sheard, G., & Wan, P. (2016). Workplace ostracism and knowledge hiding in service organizations. International Journal of Hospitality Management, 59, 84-94.