在當今企業環境下，伴隨著競爭、專利、追逐權力的貪婪和個人期望的干預中，人們有理由和目的性地分享他們的知識，而非來自於自發性行為的慷慨分享，這是所有企業推動知識管理面臨最大的挑戰。過去的研究已經說明了組織領導與知識分享之間的關係，但很少有研究進一步去探討知識分享如何受到領導力影響並轉換爲員工的慷慨行。
本研究的案例挑選為具有多年知識管理實踐經驗的大型國有企業，通過連續五年的追蹤，對其內部能連續在年度知識創新評估表現展現高度參與的部門進行研究，並根據知識分享行為生態學研究方法，進行了深度分析，以識別出維持員工知識共享行為的有利內部因素。
研究結果發現，員工的知識分享行為可以來自於由兩種社會組織環境中的領導力進行驅動：變革式的領導以願景來促進員工知識分享行為，包容式領導則是透過營造員工的幸福感，來促進知識分享行為的循環。本研究證實知識分享行為可以是慷慨和無私的自發性行為，並且有助於組織創新。研究結果可以幫助面臨知識管理瓶頸的企業，將注意力轉移到社會組織當中管理措施的變化上，透過管理者能力的培養，深層次的消除企業知識分享的內部障礙，並幫助員工提高積極性，以建立一個可以實現卓越穩定的知識創新社會組織，在知識分享相關研究的發展做出貢獻，並爲企業推動知識管理實踐提供了更具針對性的方法。

In today’s corporate environment, with the intervention of competition, patents, greed for power, and personal expectations, people have reason and purpose to share their knowledge, rather than sharing generously out of spontaneous behavior. This is the biggest challenge for all enterprises when promoting knowledge management. Previous studies have illustrated the relationship between organizational leadership and knowledge sharing, but few of them have further explored how knowledge sharing is influenced by leadership and then becomes employees’ behaviour of generosit.
The case target of this study is a large state-owned enterprise with many years of practical experience in knowledge management. Through five consecutive years of tracking, this study explored the units with continuous high performance in annual knowledge innovation assessment. According to the KSB-ecological research method, this study further carried out in depth analysis to identify internal enabling factors that maintain employees’ knowledge sharing behaviour.
This study found that employees’ knowledge sharing behaviour can be driven by two types of leadership in social organizational environments: transformational leadership promotes employees’ knowledge sharing behaviour with vision, while inclusive leadership promotes the cycle of knowledge sharing by creating a sense of well-being. This research confirms that knowledge sharing behaviour can be spontaneous behaviour out of generosity and selflessness, and contributes to organizational innovation. The results of this study can help companies facing bottleneck of knowledge management shift their attention to the changes of management measures in social organizations. Through the cultivation of managerial capabilities, the internal barriers to corporate knowledge sharing can be removed, and employees can be more motivated to establish a knowledge innovation social organization that can achieve excellence and stability. Consequently, this study contributes to the development of researches related to knowledge sharing, and provides more targeted methods for the continuous promotion of knowledge management practice within the enterprise.

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