지식기반 경쟁사회에서 많은 조직들이 새로운 지식을 창출하고 이를 바탕으로 경쟁우위를 차지하고자 많은 노력을 하고 있다. 이러한 지식경영에서 핵심중의 하나는 구성원들이 가지고 있는 지식을 다른 구성원들과 공유하도록 유도하는 것이다. 본 연구에서는 공정성 휴리스틱 이론을 적용하여 지식공유에 따르는 딜레마를 공정성지각이 줄여줄 수 있음에 착안하여, 공정성이 구성원의 지식공유에 미치는 영향을 살펴보았다. 특히, 기존 소수의 조직 공정성과 지식공유 간의 연구에서는 분배, 절차 공정성 효과 검증은 일부 이루어졌으나, 상호작용 공정성(대인관련 공정성, 정보 공정성)의 효과 검증은 이루어지지 않았다. 이에 본 연구에서는 분배, 절차 공정성과 함께 상호작용 공정성(대인관련 공정성, 정보 공정성)이 지식공유에 미치는 영향을 살펴보았다. 상사에 의한 상호작용 공정성(대인관련 공정성, 정보 공정성)은 구성원의 지식공유에 직접적인 영향을 미칠 수 도 있지만, 분배, 절차 공정성의 효과를 감소시키거나 증가시킬 수 있는 촉진제로서의 역할이 가능함으로 분배, 절차 공정성과 지식공유 간의 관계에서 상호작용 공정성(대인관련 공정성, 정보 공정성)의 상호작용효과도 예상해 볼 수 있다. 결과적으로 본 연구의 목적은 분배, 절차 공정성과 함께 상호작용 공정성(대인관련 공정성, 정보 공정성)의 직접효과와 상호작용효과를 함께 검증하는 것이다. 연구결과 분배, 대인관련 공정성과 지식공유 간의 관계는 정적 관계(+)가 나타났으나, 절차 공정성과 정보 공정성은 유의미한 관계가 나타나지 않았다. 또한, 상호작용 공정성(대인관련 공정성, 정보 공정성)의 상호작용효과는 분배 공정성과 지식공유 간의 관계에서는 유의미하게 나타났지만, 절차 공정성과 지식공유 간의 관계에서는 예상과 달리 나타났다. 본 연구의 시사점을 크게 세가지로 구분하여 볼 수 있다. 첫째, 이론적 시사점으로 조직 공정성과 지식공유 간의 관계를 설명함에 있어 지식공유를 사회적 딜레마의 측면에서 접근하여 공정성 휴리스틱 이론으로 설명하였다는 점이다. 둘째, 기존조직 공정성과 지식공유 간의 연구에서 다루지 않은 상호작용 공정성(대인관련 공정성, 정보 공정성)의 직접효과와 분배 및 절차 공정성과의 상호작용효과를 검증하였다는 점이다. 셋째, 실무적인 시사점으로 조직 내 구성원들의 지식공유를 촉진하기 위해서는 조직에 의해서 수행되는 분배, 절차 공정성뿐 만 아니라 상사에 의해서 수행되는 상호작용 공정성(대인관련 공정성, 정보 공정성)의 중요성을 확인하였다는 점이다.
Knowledge Management is the most important issue in the operation of an organization and it has been widely applied in various types of organization. The essential factor to ensure successful Knowledge Management is knowledge sharing. Knowledge sharing is defined in different ways, in general it means the delivery of knowledge (tacit and explicit), and most studies on knowledge sharing focus on "How to motivate subordinates of an organization to share knowledge with others". However, relatively few has been on the organization justice that affects the behavior and attitude of subordinates. Organizational justice can be theoretically considered as an important factor of knowledge sharing. According to the social exchange theory, subordinates who recognize organizational justice tend to exhibit cooperative behavior as a reward. In the respect that knowledge sharing is a kind of cooperative behavior for coworkers, the employees who recognize organizational justice is likely to share knowledge in more effective manners. However, the theory set a limitation for us to explain how subordinates who recognize justice from organization or supervisors share their knowledge to coworkers. So we adopted justice heuristic theory to explain the limitation. According to the justice heuristic theory, knowledge sharing is a social dilemma arising in an organization and being decreased by trust. The theory also says that recognition of organizational justice works as a proxy for trust. Therefore organizational justice as the antecedent to promote knowledge sharing has an important meaning when knowledge sharing is observed from the viewpoint of social dilemma. The purpose of this research is to examine the relationships between organizational justice and knowledge sharing based on this theoretical background. Generally, organization justice was studied in terms of distribution, procedures, and interaction (interpersonal and information). Thus, the first goal of this research is to reveal the relationship between distributional, procedural, and interactional justice (interpersonal justice, informational justice) and knowledge sharing. The second goal is to study the moderating effect of interactional justice (interpersonal justice, informational justice) in the relationships between distributional, procedural justice and knowledge sharing. Therefore we hypothesize: H 1: There is positive relationship between distributional justice and knowledge sharing. H 2: There is positive relationship between procedural justice and knowledge sharing. H 3: There is positive relationship between interactional justice (a: interpersonal justice, b: informational justice) and knowledge sharing. H 4: The interactional justice (a: interpersonal justice, b: informational justice) moderates the positive relationship between distributional justice and knowledge sharing such that the relationship will be stronger when the interactional justice (a: interpersonal justice, b: informational justice) is high than interactional justice (a: interpersonal justice, b: informational justice) is low. H 5: The interactional justice (a: interpersonal justice, b: informational justice) moderates the positive relationship between procedural justice and knowledge sharing such that the relationship will be stronger when the interactional justice (a: interpersonal justice, b: informational justice) is high than interactional justice (a: interpersonal justice, b: informational justice) is low. Data was collected by giving questionnaire to 435 pairs of a supervisor and his/her immediate employee. 360 questionnaires were collected. Among those, 322 dyadic data were used for analysis. The results indicated that distributional justice and interpersonal justice were significantly and positively related to knowledge sharing, but procedural justice and informational justice was not. Besides, there was a significant interaction effect of interactional justice (interpersonal justice, informational justice) in the only relationship between distributional justice and knowledge sharing. In sum, Hypotheses 1, 3a, and 4a, 4b were supported. This research has theoretical and practical implications. First, in explaining relationships between organizational justice and knowledge sharing, this research viewed knowledge sharing as a phenomenon of social dilemma and theoretically refined relationships between organizational justice and knowledge sharing from the perspective of justice heuristic theory. And second, by demonstrating that the moderating effect of interactional justice( interpersonal justice, informational justice) in the relationships between distributional justice and knowledge sharing, it is possible to observe how important fair treatment from their supervisor is in knowledge sharing.