The relationship between high-performance work system and knowledge sharing behavior via perceived organizational support: the moderating role of coaching leadership

Abstract

HPWS (high-performance work system) has been a popular topic of interest among organizational scholars and business practitioners in recent years. While previous studies on HPWS have examined the positive effects of HPWS on employees, they have overlooked the relationship between HPWS and knowledge-related outcomes such as knowledge sharing behavior. Based on social exchange theory, this study predicts that HPWS increases knowledge sharing behavior based on the norm of positive reciprocity. Additionally, this study suggests that this positive relationship is mediated by employee perceived organizational support (POS). In addition, this paper further examines the positive moderating role of coaching leadership in the association between HPWS and POS. By utilizing a three-wave longitudinal study of 420 participating employees, this study found that employees who think their HPWS is well-implemented are more likely to feel POS, which in turn increases knowledge sharing behavior. The study also showed that coaching leadership, as a moderating factor, strengthens the positive relationship between HPWS and POS. In conclusion, this study addresses both the theoretical and practical implications of these findings.