| 摘要 | 第5-8页 |
| ABSTRACT | 第8-10页 |
| LIST OF ACRONYMS | 第18-19页 |
| CHAPTER 1 INTRODUCTION | 第19-32页 |
| 1.1 General Nature of the Topic | 第19-20页 |
| 1.2 Research Background | 第20-22页 |
| 1.3 Problem Statement | 第22-24页 |
| 1.4 Research Objectives and Questions | 第24-26页 |
| 1.5 Research Importance and Significance of the Study | 第26-27页 |
| 1.6 Research Procedure | 第27-30页 |
| 1.7 Organization of Dissertation | 第30-32页 |
| CHAPTER 2 LITERATURE REVIEW | 第32-61页 |
| 2.1 Road Map for Using Hist Cite | 第32-39页 |
| 2.2 Leadership Evolution | 第39-47页 |
| 2.2.1 Early Theories of Leadership | 第41页 |
| 2.2.2 Contingency Theories | 第41-42页 |
| 2.2.3 Contemporary Views of Leadership Theory | 第42-45页 |
| 2.2.3.1 Transactional / Transformational Leadership Style | 第43-45页 |
| 2.2.4 Transformational and Transactional Leadership Measurement | 第45-47页 |
| 2.3 Knowledge Sharing Evolution | 第47-52页 |
| 2.3.1 Research on Knowledge Sharing | 第49-51页 |
| 2.3.2 Measurement of Knowledge Sharing | 第51-52页 |
| 2.4 Organizational Change Evolution | 第52-58页 |
| 2.4.1 The perspectives of organizational change | 第54-56页 |
| 2.4.2 Measurement of Organizational Change | 第56-58页 |
| 2.5 Gaps in the Literature | 第58-61页 |
| CHAPTER 3 RESEARCH FRAMEWORK AND DESIGN | 第61-74页 |
| 3.1 Proposed Conceptual Model | 第61-62页 |
| 3.2 Theoretical Perspective | 第62-64页 |
| 3.2.1 Theory of Organizational Readiness for Change (ORC) | 第62-64页 |
| 3.2.2 What Outcomes Result From Organizational Readiness For Change? | 第64页 |
| 3.3 Purpose of the Study and Research Variables | 第64-65页 |
| 3.4 Hypotheses Development | 第65-74页 |
| 3.4.1 Transformational / Transactional leadership | 第65-67页 |
| 3.4.2 Knowledge Sharing | 第67-68页 |
| 3.4.3 The Moderating Role of Willingness of Employee Participation in Change | 第68-69页 |
| 3.4.4 Knowledge Sharing as Mediator Variable | 第69-70页 |
| 3.4.5 Moderated Mediation | 第70-74页 |
| CHAPTER 4 RESEARCH METHODOLGOY | 第74-90页 |
| 4.1 Survey Methodology | 第74-77页 |
| 4.2 Theory Testing | 第77-79页 |
| 4.3 Sample and Sample Size | 第79-80页 |
| 4.4 Measurement of Constructs | 第80-84页 |
| 4.4.1 Transformational leadership | 第83页 |
| 4.4.2 Transactional leadership | 第83页 |
| 4.4.3 Individual willingness | 第83-84页 |
| 4.4.4 Knowledge sharing | 第84页 |
| 4.4.5 Organizational change | 第84页 |
| 4.5 Method of Data Analysis | 第84-88页 |
| 4.6 Models with One Mediator and one moderator variables | 第88-90页 |
| CHAPTER 5 DATA ANALYSIS AND RESULTS─FACTOR ANALYSIS | 第90-135页 |
| 5.1 Pilot test | 第90-93页 |
| 5.2 Data sample and procedure | 第93-94页 |
| 5.3 Validity and Reliability, Individual reliability of variables | 第94-100页 |
| 5.3.1 Validity | 第94页 |
| 5.3.2 Reliability Statistics | 第94-96页 |
| 5.3.3 Individual Reliability of Variables | 第96-100页 |
| 5.4 The factor analytic model (Data reduction analysis) | 第100-108页 |
| 5.4.1 Transformational leadership | 第101-103页 |
| 5.4.2 Transactional leadership | 第103-104页 |
| 5.4.3 Employee willingness in change | 第104-105页 |
| 5.4.4 Knowledge Sharing | 第105-106页 |
| 5.4.5 Involvement in Change | 第106-107页 |
| 5.4.6 Organizational Change | 第107-108页 |
| 5.5 KMO and Bartlett’s Test | 第108页 |
| 5.6 Total Variance Explained | 第108-112页 |
| 5.7 Confirmatory Factor Analysis | 第112-117页 |
| 5.8 Confirmatory Factor Analysis for the Overall Model | 第117-123页 |
| 5.9 Construct Validity and Reliability | 第123-129页 |
| 5.9.1 Convergent Validity | 第123-127页 |
| 5.9.2 Discriminant Validity | 第127-129页 |
| 5.10 Bivariate and Pearson Correlation Analysis | 第129页 |
| 5.11 Descriptive statistics and correlation between variables | 第129-132页 |
| 5.12 Common Method Bias | 第132-133页 |
| 5.13 Control variable | 第133页 |
| 5.14 Research Hypotheses | 第133-135页 |
| CHAPTER 6 SEM, MODERATION, MEDIATION, AND MODERATED MEDIATION AND RESULTS | 第135-153页 |
| 6.1 Structural Equation Model (SEM) | 第135-137页 |
| 6.2 Hypotheses Testing | 第137-149页 |
| 6.2.1 Relationship between Leadership Behaviors, Knowledge Sharing and Organizational Change: (H1 – H5) | 第137-138页 |
| 6.2.2 Testing Hypotheses from H6 and H7 (Moderation Analysis for Employee Willingness to Participation) | 第138-142页 |
| 6.2.3 Testing Hypotheses from H8 and H9 (Mediation analysis for knowledge sharing) 138 | 第142-145页 |
| 6.2.4 Moderated Mediation Analysis (H10 & H11) | 第145-149页 |
| 6.2.4.1 Testing Moderated Mediation Hypothesis among transformational leadership,knowledge sharing, organizational change and individual willingness: (H10) | 第145-148页 |
| 6.2.4.2 Testing Moderated Mediation Hypothesis among Transactional Leadership,Knowledge Sharing, Organizational Change and Individual Willingness: (H11) | 第148-149页 |
| 6.3 Causal relationship among constructs of variables | 第149-153页 |
| CHAPTER 7 DISCUSSION, CONCLUSION | 第153-160页 |
| 7.1 Brief Discussion of the Study | 第153-154页 |
| 7.2 Transformational / transactional leadership, knowledge sharing and organizational change (Direct Effect H1 – H5) | 第154-155页 |
| 7.3 Moderation effect (H6-H7) | 第155-156页 |
| 7.4 Mediation and Moderated Mediation Effect (H8-H11) | 第156-157页 |
| 7.5 Additional Analysis of the Study | 第157-158页 |
| 7.5.1 Components of transformational / transactional leadership and organizational change: | 第157-158页 |
| 7.5.2 Transformational / transactional leadership components and organizational change components analysis | 第158页 |
| 7.5.3 Knowledge sharing and organizational change components | 第158页 |
| 7.6 Conclusion | 第158-160页 |
| CHAPTER 8 IMPLICATIONS, LIMITATIONS AND FUTURE RESEARCH | 第160-169页 |
| 8.1 Findings of the Study | 第160-163页 |
| 8.2 Contribution and Novelty | 第163-166页 |
| 8.2.1 Theoretical Contributions | 第164-165页 |
| 8.2.2 Managerial Contributions | 第165-166页 |
| 8.3 Limitations of The Study | 第166-167页 |
| 8.4 Future Research Recommendation | 第167-169页 |
| REFERENCES | 第169-197页 |
| QUESTIONNAIRE | 第197-202页 |
| PUBLICATIONS (出版物) | 第202-204页 |
| ACKNOWLEDGEMENT | 第204页 |
