促成員工之間知識分享行為，是組織進行知識管理的首要步驟。策略人力資源學者表示，企業可透過不同的人力資源制度，有效的影響員工互動、行為以及動機。其中又以承諾導向人力資源制度能有效形成特殊社會氣候，促使員工知識分享進而創造新知識，以形成組織競爭優勢。而過去關於承諾導向人力資源制度對於知識分享研究，較著重在組織層級的探討，但影響知識分享行為也包括個人層級因素。
因此，本研究以承諾導向人力資源制度為出發點，並同時結合組織層面因素，包括社會資本；以及個人層面因素，包括員工對組織的承諾度，對於員工個人知識分享行為的關聯探討。
本研究以工作類型－即部門為單位，以立意抽樣方式，分別進行企業部門主管以及部門成員問卷資料收集，回收有效問卷共62個部門，分屬45家公司，62份部門主管問卷，232份部門成員問卷。並以階層線性模式（Hierarchical Linear Modeling）來完成跨層級的假設分析。
主要研究發現，社會資本關係構面中的信任以及員工組織承諾扮演部份中介角色。亦即承諾導向人力資源制度，會透過信任以及組織承諾，進而促使員工展現知識分享行為。故承諾導向人力資源制度，對於組織推行知識管理具有初步正面的效益。

Facititating knowledge sharing behavior among employees is the first step of knowledge management (KM). Strategic human resource management (SHRM) researchers have argued that companies can effectively influence the interaction, behaviors, and motivation of employees through different human resource (HR) practices.
A growing body of evidence suggests that commitment-based HR practices create an organizational social climate that motivates employees to exchange and generate new knowledge to develop firm competitive advantage.
Most research on the relationship between commitment-based HR practices and knowledge sharing behavior has focused on organizational level. But individual level factors also can determine whether employees want to share their knowledge.
Therefore, this study tried to connect group level concept included social capital with individual level factor included organizational commitment to investigate the cross-level relationship between commitment-based HR practices and individual knowledge sharing behavior.
This study is conducted by purposive sampling and sample units are base on department. All questionare respondents included supervisors (N=62) and members (N=232) in 62 departments that separately belong to 45 compaines. The study use Hierarchical Linear Modeling (HLM) to examine the cross-level hypothesis.
Results revealed that trust (relational dimension of socal capital) and organizational commitment are partial mediators between commitment-based HR practices and knowledge sharing behavior. Findings of study highlight commitment-based HR practices positive contribute to the initiative effiency of KM.

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