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發言或緘默：心理安全與自我效能在社會資本影響社群網站使用者知識分享行為上所扮演的中介角色
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According to Boyd and Ellison (2007), SNSs are web-based services that allow
individuals to (1) construct a public or semi-public profile within a bounded system, (2)
create a list of other users with whom they share a connection, and (3) view and traverse
their list of connections and those made by others within the system. Most studies suggest
that SNSs are services that allow users to communicate with and maintain the existing social
networks they made offline. On most SNSs, individuals do not necessarily search for new
friends but communicate with those whom they already know. Ellison, Steinfield, and Lampe
(2007) suggest that people use Facebook to maintain existing relationships or solidify offline
connections rather than to meet new people.
People often use SNSs to view others’ posts or post their own personal life experiences,
questions, and opinions. Forms of communication on SNSs include texts, photos, audios,
videos, and links. Pagani, Hofacker, and Goldsmith (2011) suggest that viewing (passive
network use) and posting (active network use) are the fundamental elements on SNSs.
Therefore, successful management of SNSs calls for promoting an endless cycle of content
creation and content consumption (Pagani et al., 2011).
SNSs can provide benefits to users (Boyd and Ellison, 2007; Greenhow and Robelia,
2009; Valenzuela, Park, and Kee, 2009), which can be classified into three types. First,
according to Valkenburg, Peter, and Schouten (2006), SNSs can help individuals construct
personal identities and can affect their self-esteem positively or negatively. Second, Ellison
et al. (2007) argue that SNSs can help develop, maintain, or enhance existing relationships.
Third, SNSs can satisfy users’ needs for entertainment, recreation, and education (Kim, Kim,
and Nam, 2010).
2.2 Psychological Safety Theory and SNSs
Psychological safety plays an important role in organizations. Kahn (1990) defines
psychological safety as a feeling that enables one to reveal one without fear of negative
consequences to one’s self-image, status, and career. In Kahn’s study, he found that
psychological safety was one of the three psychological conditions that affected individual
behavior and engagement in organizations. Edmondson (1999) suggests that psychological
safety in teams is a shared belief that the team is safe for interpersonal risk taking.
Edmondson (2004) proposes that psychological safety can promote help seeking and
feedback seeking, encourage people to raise errors and concerns, stimulate innovative
behavior among employees , and increase l earning behavior. Si emsen , Roth ,
Balasubramanian, and Anand (2009) define psychological safety as employees’ belief that